Mixing methodologies to enhance the implementation of healthcare operational research.
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| Title: | Mixing methodologies to enhance the implementation of healthcare operational research. |
|---|---|
| Authors: | Sachdeva, R.1,2 rsachdeva@chw.org, Williams, T.3, Quigley, J.4 |
| Source: | Journal of the Operational Research Society. Feb2007, Vol. 58 Issue 2, p159-167. 9p. 2 Diagrams, 2 Charts. |
| Subjects: | Operations research, Medical care, Organizational change, Intensive care units, Hospitals |
| Abstract: | Healthcare Operational Research (OR) has had limited success in achieving a sufficient level of stakeholder acceptance to lead to implementation of results. This research study is aimed at combining OR methodologies to achieve greater acceptance of results for organizational change. Patient flow delays in the Paediatric intensive care unit (PICU) at Children's Hospital of Wisconsin were identified using case studies. Patient flow was modelled using hard OR (simulation) using case study findings, with active stakeholder participation, and enhanced with outcomes research, Outcomes research allowed achieving greater clinical relevance of OR findings. Results from hard OR, particularly for politically sensitive issues, were persuasive but inadequate to result in change. Soft OR (cognitive mapping) was used to identify new issues and enhance results. Consequently, the planned PICU expansion was deferred, and resources focused on improving staffing strategies identified independently from both hard and soft OR. These findings suggest that: (1) Outcomes research can play a unique role to enhance results in healthcare OR. (2) After obtaining a holistic understanding of the system using hard and soft OR, stakeholders are willing to implement results from each independently, supporting the development of a common form of knowledge, which is consistent with Mixed-Mode Modelling. (3) Hard OR, enhanced with outcomes research, with active stakeholder participation, and combined with soft OR, results in greater acceptance and sustained organizational change. [ABSTRACT FROM AUTHOR] |
| Copyright of Journal of the Operational Research Society is the property of Taylor & Francis Ltd and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.) | |
| Database: | Engineering Source |
| FullText | Text: Availability: 0 |
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| Header | DbId: egs DbLabel: Engineering Source An: 24051805 AccessLevel: 6 PubType: Academic Journal PubTypeId: academicJournal PreciseRelevancyScore: 0 |
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| Items | – Name: Title Label: Title Group: Ti Data: Mixing methodologies to enhance the implementation of healthcare operational research. – Name: Author Label: Authors Group: Au Data: <searchLink fieldCode="AR" term="%22Sachdeva%2C+R%2E%22">Sachdeva, R.</searchLink><relatesTo>1,2</relatesTo><i> rsachdeva@chw.org</i><br /><searchLink fieldCode="AR" term="%22Williams%2C+T%2E%22">Williams, T.</searchLink><relatesTo>3</relatesTo><br /><searchLink fieldCode="AR" term="%22Quigley%2C+J%2E%22">Quigley, J.</searchLink><relatesTo>4</relatesTo> – Name: TitleSource Label: Source Group: Src Data: <searchLink fieldCode="JN" term="%22Journal+of+the+Operational+Research+Society%22">Journal of the Operational Research Society</searchLink>. Feb2007, Vol. 58 Issue 2, p159-167. 9p. 2 Diagrams, 2 Charts. – Name: Subject Label: Subjects Group: Su Data: <searchLink fieldCode="DE" term="%22Operations+research%22">Operations research</searchLink><br /><searchLink fieldCode="DE" term="%22Medical+care%22">Medical care</searchLink><br /><searchLink fieldCode="DE" term="%22Organizational+change%22">Organizational change</searchLink><br /><searchLink fieldCode="DE" term="%22Intensive+care+units%22">Intensive care units</searchLink><br /><searchLink fieldCode="DE" term="%22Hospitals%22">Hospitals</searchLink> – Name: Abstract Label: Abstract Group: Ab Data: Healthcare Operational Research (OR) has had limited success in achieving a sufficient level of stakeholder acceptance to lead to implementation of results. This research study is aimed at combining OR methodologies to achieve greater acceptance of results for organizational change. Patient flow delays in the Paediatric intensive care unit (PICU) at Children's Hospital of Wisconsin were identified using case studies. Patient flow was modelled using hard OR (simulation) using case study findings, with active stakeholder participation, and enhanced with outcomes research, Outcomes research allowed achieving greater clinical relevance of OR findings. Results from hard OR, particularly for politically sensitive issues, were persuasive but inadequate to result in change. Soft OR (cognitive mapping) was used to identify new issues and enhance results. Consequently, the planned PICU expansion was deferred, and resources focused on improving staffing strategies identified independently from both hard and soft OR. These findings suggest that: (1) Outcomes research can play a unique role to enhance results in healthcare OR. (2) After obtaining a holistic understanding of the system using hard and soft OR, stakeholders are willing to implement results from each independently, supporting the development of a common form of knowledge, which is consistent with Mixed-Mode Modelling. (3) Hard OR, enhanced with outcomes research, with active stakeholder participation, and combined with soft OR, results in greater acceptance and sustained organizational change. [ABSTRACT FROM AUTHOR] – Name: AbstractSuppliedCopyright Label: Group: Ab Data: <i>Copyright of Journal of the Operational Research Society is the property of Taylor & Francis Ltd and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.) |
| PLink | https://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=egs&AN=24051805 |
| RecordInfo | BibRecord: BibEntity: Identifiers: – Type: doi Value: 10.1057/palgrave.jors.2602293 Languages: – Code: eng Text: English PhysicalDescription: Pagination: PageCount: 9 StartPage: 159 Subjects: – SubjectFull: Operations research Type: general – SubjectFull: Medical care Type: general – SubjectFull: Organizational change Type: general – SubjectFull: Intensive care units Type: general – SubjectFull: Hospitals Type: general Titles: – TitleFull: Mixing methodologies to enhance the implementation of healthcare operational research. Type: main BibRelationships: HasContributorRelationships: – PersonEntity: Name: NameFull: Sachdeva, R. – PersonEntity: Name: NameFull: Williams, T. – PersonEntity: Name: NameFull: Quigley, J. IsPartOfRelationships: – BibEntity: Dates: – D: 01 M: 02 Text: Feb2007 Type: published Y: 2007 Identifiers: – Type: issn-print Value: 01605682 Numbering: – Type: volume Value: 58 – Type: issue Value: 2 Titles: – TitleFull: Journal of the Operational Research Society Type: main |
| ResultId | 1 |
