The 16th International Conference on HPH, Berlin 2008 Change management Crisis Support Karl Purzner Otto Wagner Hospital Vienna

Transcription

1 PPS 2.7 Pathway to HP in Hospitals... PPS 2.4 Developing overall Hosp Organis. PPS 2.5 HP Health Care Organis. + QM EFQM OD theory, strategies, mgt and administrative perspective PPS 1.3 staff working conditions work-related stress, organizational strategies, workplace, job satisfaction PPS 4.4 HP for hospital staff PPS 4.3 Improving mental health promotion in HPH PPS 2.8 what future developements are needed? PPS 1.6 HPH in Regional Planning PPS 3.3 Improving sustainability in HPH PPS 1.4 learn from each other

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5 PPS 2.7 Pathway to HP in Hospitals... PPS 2.4 Developing overall Hosp Organis. PPS 2.5 HP Health Care Organis. + QM EFQM OD theory, strategies, mgt and administrative perspective PPS 1.3 staff working conditions work-related stress, organizational strategies, workplace, job satisfaction PPS 4.4 HP for hospital staff PPS 4.3 Improving mental health promotion in HPH PPS 2.8 what future developements are needed? PPS 1.6 HPH in Regional Planning PPS 3.3 Improving sustainability in HPH PPS 1.4 learn from each other

6 Staff related passages from the program of this conference ( Scope & Purpose ) : In the health society,, the awareness for the health impact of work is rising: Demands for fair, acceptable and healthy working conditions,, including chances for a better work-life balance, are getting more prominent among the workforce......these changing expectations at a time when they are pressured for further work acceleration and rationalisation... At the same time, the increasing attention for the negative impacts of distress in healthcare staff on the quality of care and on patient safety

7 What is not mentioned in the program but important: two rather qualitative characteristic features the continuously rising level of aggression, destructive behaviour and violence within society, that sweeps more and more into the health care system and has to be coped with. In a hospital with several regionalized psychiatric inpatient units for two thirds of the city of Vienna this issue is of great relevance the demographic and epidemiological developments towards longevity and chronic diseases lead to more and more patients with comorbidities complex patients

8 Anxieties among staff members because of violent patients and because of the risk to make mistakes when treating complex patients and as a consequence defensive attitudes among the staff members led to a difficult and very critical conflict constellation within our hospital with not very helpful powerplay between professionals und organisational units

9 This critical situation has a positive effect: It becomes apparent, that behind the crisis lies a bundle of developmental tasks to be fulfilled by all the stakeholders of this conflict. These tasks had been denied stubbornly for years. People had hoped, they could avoid to take up the challenge and work on the change necessary to cope with the rather radically new constellation. Now in the state of the crisis not only the awareness of the need for change has developed but also the energy that is necessary to carry it through

10 Developmental tasks Competence + Consequence Create a clearcut quality definition framework Use innovative TQM methods, tools and concepts Use different forms of internal and external networking and partnership Practice continuous communication and coordination Try to develope into a learning and - in the long run - intelligent organisation

11 Developmental tasks Competence + Consequence Create a clearcut quality definition framework

12 How do we understand the Quality of our results? (realms and dimensions)) Output und Outcome (verstanden in einem erweiterten Sinn) realms dimensions Core Performances Provision of care Optimize Health Promotion Ressource Performances Economy Social Ecology Medicine Nursing Optimize Education Competence+Consequence within the process of optimizing the (Core-) Performance Competence and Consequence within the process of optimizing the care for ressources

13 How does a sustainable and health promoting hospital understand Quality? Fulfilling defined demands (objektives) real output and outcome >= objectives Core Performance Optimize Ressource-Performance Clinical units Adminitrative+technical units Education- u. Research units Economy Social Optimize Management - Performance Ecology We connect Competence and Consequence in our Core-Performance with Competence and Consequence in our Care for the Ressources. That is how we understand TQM und TMQ on the operative, strategic and normative level

14 Developmental tasks Competence + Consequence Create a clearcut quality definition framework Use innovative TQM methods, tools and concepts

15 Managementssystems for the whole organisation (TQM EFQM, VSM, St. Gallen, Rieckmann...) Issue-spezific Managementssystems Health promotion Environmental protection

16 Developmental tasks Create a clearcut quality definition framework Use innovative TQM methods, tools and concepts Use different forms of internal and external networking and partnership Practice continuous communication and coordination Becoming a learning and - in the long run - intelligent organisation capacity building -human-social cap.

17 Strategy Map OWS We orient ourselves on the best und give our best. Thats the way we understand uniqueness Keyresults We are aware of our importance for society, culture and nature in the past, present and future Longrterm We use die power of creativity, crisis and conflict in order to promote sustainable cooperation Main Strategic Directions We understand and use the connection between health, development, identity and integrity Optimize the quality of our results (Output und Outcome) Core Performance Provision of Care Health- Promotion Integration We combine competence and consequence within our Core Performance and our Care for Ressources Performance of Care for Ressources Economy Social Resp Ecology Perspektiven Patients Staff Target System Strategic objectives Processes Informations- Kommunikationsprozesse Strategisch relevante Kooperationen P-I-PSY verbessern SPEP-Fel 2 Strategisch relevantes Prozess-Management MAKRO verbessern MIKRO Strategisch relevantes Proj-Management Verbessern MPM Innovation Learning Krisen+Konflikt-Lernen Aus System- Krisen lernen Aus persönl. Krisen lernen Creativity-Learning Learning Support Lernen im Alltag KVP Aus innovativen Projekten lernen Alltag+Innov.-Lernen Them-Unt.sezif Mgtsysteme QuickScans Systemische Selbst-Reflexion Wiederholen+neu Alle od bestimmte Faktoren

18 Developmental tasks Competence + Consequence Create a clearcut quality definition framework Use innovative TQM methods, tools and concepts Use different forms of internal and external networking and partnership Practice continuous communication and coordination Becoming a learning and - in the long run - intelligent organisation

19 PPS 2.7 Pathway to HP in Hospitals... PPS 2.4 Developing overall Hosp Organis. PPS 2.5 HP Health Care Organis. + QM EFQM OD theory, strategies, mgt and administrative perspective PPS 1.3 staff working conditions work-related stress, organizational strategies, workplace, job satisfaction PPS 4.4 HP for hospital staff PPS 4.3 Improving mental health promotion in HPH PPS 2.8 what future developements are needed? PPS 1.6 HPH in Regional Planning PPS 3.3 Improving sustainability in HPH PPS 1.4 learn from each other

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