Get Answer: Administrator Hospital Fast Question Guide
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Original Question
You’re an administrator at a hospital in a fast-growing suburb. Your hospital has hired three new orthopedic surgeons, including a new chief. These new hires are likely to triple the number of knee replacements done in your hospital. Currently, this procedure is done infrequently, and each time it feels a bit chaotic. As you consider the number of individuals with specialized skills required to execute a safe, effective knee replacement (nurses, surgeons, and anesthesiologists, as well as pre-operative, operating room, and post-operative staff), you realize that this process has the properties of a complex system. A few weeks after the new chief of orthopedic surgery comes on board, she has a moment of inspiration and sketches out a new, radically different way for patients to “flow” through the pre-operative, intra-operative, and post-operative phases. She sends you an email saying that she wants you to meet with her Monday morning to begin implementing it. Which of the following should you keep in mind as your hospital redesigns the way it handles knee replacements? Planning by a multidisciplinary team should allow for the development of an excellent, high-functioning system on the first try. Planning a new complex system for health care delivery has little in common with planning an industrial production process. How system components are integrated with one another is as important as how well they function independently. To ensure buy-in, the leader of the design process should be as high up in the organizational hierarchy as possible.
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