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- Hellström, Andreas, 1972, et al.
(författare)
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A Physician-Led and Learning-Driven Approach to Regional Development of 23 Cancer Pathways
- 2012
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Ingår i: International Journal of Care Pathways. - : SAGE Publications. - 2040-4026 .- 2040-4034. ; 16:2, s. 40-40
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Tidskriftsartikel (refereegranskat)abstract
- Sweden has one of the best cancer care systems in the world when it comes to survival. However, prognoses shows that by 2030 the number of men with cancer will increase by almost 130% compared to today – the corresponding increase for women is around 70%. Approximately half of this increase can be explained by population changes, i.e. population size and age structure. Due to this future challenge, a national cancer strategy has been created. We will present some strategies that the Regional Cancer Centre West is working on to face the future challenge. A central part of this work is to create patient-focused, coherent regional care pathways for patients with malignant diseases. For this purpose, 30 experienced senior physicians, specialized in different tumour diseases, have been appointed as regional process (pathway) owners. Together, they share a regional responsibility for 23 cancer pathways, and nine support processes.
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- Hellström, Andreas, 1972, et al.
(författare)
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A Physician-Led, Learning-Driven Approach to Regional Development of 23 Cancer Pathways in Sweden
- 2014
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Ingår i: Organizing for Sustainable Effectiveness. - 2045-0613 .- 2045-0605. - 9781784410353 - 9781784410346 ; 4, s. 101-131
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- Purpose This chapter presents a framework for an action research based intervention to develop and transform sustainable healthcare in a regional context. The framework is illustrated by the case of the Regional Cancer Centre (RCC) West in western Sweden.Design/methodology/approach The framework draws upon and develops Pettigrew’s context–content–process model of strategic change and applies it to the unfolding narrative of the change effort. The empirical focus is the activities of a learning platform consisting of the RCC leadership, senior cancer physicians designated as process owners and an action research team. Data were collected from documents, observations of the learning platform, notes from meetings and interviews. Outcome data were obtained via the self-reporting of the physicians.Findings The learning platform established the capability for wide ranging development and quality improvement on the 23 cancer pathways as well as some support activities around principles of patient-centred care. A clear result is greater inter-organisational collaboration between care professionals as well as the introduction of new medicines, clinical methods, joint learning activities and new forms of measurement and monitoring of care practices. All of the improved measures are sustained.Originality/value Whilst there is no shortage of rhetoric on patient-centred care, the reality is that in complex healthcare systems solutions such as process-oriented approaches often fail. This case presents a model and an approach that eschews clear visions for change and instead places an emphasis on dialogue, participation, professional autonomy and collaborative communities as means for achieving the patient-centred ideal. The case also shows the value of seeing sustainable health systems as being grounded on practitioner–scholar collaboration that combines practical knowing with scientific knowledge.
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- Hellström, Andreas, 1972, et al.
(författare)
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Management by Dialogue – Developing Integrated Sustainable Healthcare
- 2010
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Ingår i: A time for change - restructuring america's healthcare delivery system.
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Konferensbidrag (refereegranskat)abstract
- Healthcare is growing in complexity and faces change and increased pressure on many fronts. ‘Business as usual’ is no longer feasible. The Skaraborg Hospital Group has been endeavouring since the late 1990s to mobilize and develop its entire staff, at every level and in every area, to full commitment to improving their services by involvement in production, development and management through management by dialogue – making sense of the business together in both representative and direct participation.
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- Hellström, Andreas, 1972, et al.
(författare)
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Process management in healthcare: investigating why it's easier said than done
- 2010
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Ingår i: Journal of Manufacturing Technology Management. - 1741-038X. ; 21:4, s. 499 - 511
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Tidskriftsartikel (refereegranskat)abstract
- Purpose – The purpose of this paper is to investigate what happens when a new management idea with manufacturing origin is implemented in a healthcare organization. In this paper, it is focussed on process management: what happens when the processes are highlighted, process owners are appointed and more power is allocated to the process dimension of the organization. Design/methodology/approach – The paper uses the case of a hospital group in Sweden to investigate difficulties in implementing process management. The studied hospital group has been involved in systematic fundamental change to the system for nearly a decade. The research project was conducted using a collaborative management research approach in which academic researchers worked together with the development director. Findings – The paper shows that the organization itself in many ways becomes an obstacle to the achievement of a process-oriented management style. In the empirical story, voices from the healthcare staff reveal conflicts over organizing principles and structures such as budgeting and reimbursement systems – systems obviously built on a more functional view from an organizational perspective. It is not completely evident that the two alternative perspectives are able to co-exist easily – managing them seems to be an advanced balancing act. Originality/value – The paper provides an illustration of knowledge transfer from manufacturing to service industries. It focuses on the meeting between a Swedish healthcare organization and the idea of process management.
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- Hellström, Andreas, 1972, et al.
(författare)
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Transforming a healthcare organization so that it is capable of continual improvement – the integration of improvement knowledge
- 2011
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Ingår i: 18th International Annual EurOMA Conference, Cambridge UK.
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Konferensbidrag (refereegranskat)abstract
- The purpose of this article is to describe the transformation that takes place when a healthcare organization integrates improvement knowledge in order to strengthen the organization’s improvement capabilities. We present the experiences from a Swedish hospital, and analyze it by using Donabedian's (2003) structure-process-outcome (SPO) model. The case highlights e.g. the importance of focusing on the organization’s own knowledge development.
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