Teleconference: Increasing the Adoption of Innovation in Healthcare

The goal of this teleconference is simple: To provide a new approach that will accelerate the adoption of innovation in healthcare and make that adoption more effective and valuable.

On this teleconference, we will talk about a new approach to adopting innovation. This new approach includes how both healthcare providers and suppliers need to change their behaviour and what framework can be used to facilitate these changes.
On this teleconference, you will hear:
  • Why we need to change our approach to the adoption of innovation
  • Some insights on a new framework to consider
  • What behaviour changes need to be made by both healthcare providers and suppliers

On this teleconference, I will take specific questions from the audience to ensure that your interests are best served.


4 thoughts on “Teleconference: Increasing the Adoption of Innovation in Healthcare

  1. Thank you for the opportunity to listen to your innovation lecture.

    If an organization adopts a Deming-defined culture of quality, all of the points outlined are resolved. Moreover, a whole lot more is also taken care of.

    I agree – health care is one of the lagging industries in terms of understanding and operating in a culture of quality.

    Thanks again for the podcast.

    Regards,
    Mary Ellen

    • Mary Ellen,
      Thank you for the feedback. I think it’s more than just quality. In some cases we just need a dose of common sense when we make decisions. Everyone in healthcare has the right intentions, but they are not always surrounded with the right policies and guidelines that allow them to make smart decisions.

  2. Hi, there:

    I appreciate the opportunity to discuss the issue in more detail.

    From a Deming-defined universe, there is no higher concept than quality. Quality – in his view – is the culture, the leadership, decision making and all the organizaitonal tasks, policies, processes aligned to a single end – creating value for the customer. Termed the System of Profound Knowledge, this approach more than handily includes all the comments about innovation, vendor partnership, leadership participation and processes.

    I might suggest that common sense is not a particularly reliable methodology for decision-making. Again – in Deming’s systems thinking – there is the concept of “theory of knowledge”. That is – how do we know what we know? Common sense without data, problem-sovling methodology, a quality of culture and a system’s view of the aim of the enterprise, decision-makers will rely on gut feel, anecdotal experience and other fuzzy influences to decide.
    The great thing about health care is that almost all of the above are not foreign concepts. They are just applied to patients, not systems.

    In the absence of quality cultures, there most certainly is an on-going need to be aware of and understand that the world is big, leaders have stewardship of their corporation and a big systems view is a good thing to have.

    Thanks again for letting me share in the conversation.
    Regards
    Mary Ellen

    • Hi Mary Ellen,
      You make some good points above, and I am somewhat familiar with Deming and his philosophies. I just feel like we rely too much on methodologies as a savior as opposed to smart ways of doing business. We need to implement changes to culture and processes so we don’t treat these methodologies as one-offs, which is what tends to happen.

      I have no issue with organizations wanting to use Deming’s culture of quality, but I’m not sure most organizations know what that means on a day to day basis. To me, it means you empower employees to make good decisions, you measure things that truly show outcomes and results (not activities and tasks), and you encourage people to challenge the status quo.

      To use Deming more prevalently, I feel we might need to change the way we define the word “quality.”

      Regards,
      Andrew

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