DHA/711 Discussion

Part 1 Discussion 1: You are the chief quality officer of a large complex health care system who has been charged with embedding the Triple Aim framework into the organization’s culture. Write a 250- to 300-word response to the following: • • How can applying systems thinking aid health care practitioners and leaders to achieve the Triple Aim? Include your own experience, as well as 2 citations that align with or contradict your comments as sourced from peer-reviewed academic journals, industry publications, books, and/or other sources. Cite your sources using APA formatting. If you found contradicting information to what your experience tells you, explain why you agree or disagree with the research. Discussion 2 Write a 250- to 300-word response to the following: • Reflecting on your readings in this week’s learning activities, which particular topic or issue resonates the most with you and why? What big questions remain unanswered? Part 2 Student Responses: Student Response 1: Student response 1: Review the classmates’ posts and respond to at least one in a minimum of 150 words. Explain why you agree or disagree. Then, share an example from your professional experience to support your assertions. The triple Aim framework aims to improve the patient care experience and population health and simultaneously reduce per capita healthcare costs (Lewis, 2014). According to Lewis (2014), there are six factors of improvement to consider, safety, effectiveness, being patient-centered, efficacy, timely, efficiency, and equitable. Systems thinking aids healthcare practitioners and leaders to achieve the triple aim because systems thinking and the triple aid provides a vision of measuring and reporting outcomes, patient experience, and costs, integrates across sectors, and facilitate learning from failure and spread of successful innovation (Verma, 2016). Verma (2016) states that advancing fragmented and costly health systems requires transformative change rather than iterative change. Leadership should desire real growth rather than expected reproduction. However, transformative change is a complex task, and other healthcare systems have faced challenges in improving their health systems budgets. From a personal anecdote, improving performance in healthcare from the perspective of a local health jurisdiction is challenging. Challenges include the growth of an aging senior population, increasing morbidity and mortality rates, spread of misinformation, political divide, and economic turmoil, making implementing the triple aim a fleeting task. Adopting the triple aim framework focuses on making laudable goals and motivates the system to improve the uptake of successful innovation. According to Verma (2016), the triple aim innovation requires effective integrators that can link organizations and align incentives across the spectrum of healthcare delivery. Leaders should consider investing in applying system thinking and utilizing the triple aim within their organizations for the sake of financing, stewardship, and resource generation to align their policy priorities and promote population health and improve healthcare delivery. (Verma, 2016). Lewis, N. (2014, October 17). A Primer on defining The triple aim. Institute for Healthcare Improvement. Retrieved February 2, 2023, from https://www.ihi.org/communities/blogs/aprimer-on-defining-the-triple-aim Verma, A., & Bhatia, S. (2016). A Policy Framework for Health Systems to Promote Triple Aim Innovation. HealthcarePapers, 15(3), 9–23. Student Response 2: Student response 1: Review the classmates’ posts and respond to at least one in a minimum of 150 words. Explain why you agree or disagree. Then, share an example from your professional experience to support your assertions. This week, I found complexity science applied to palliative care especially interesting. In a 2017 study, researchers investigated utilizing an instrument based on The Complex Adaptive Leadership (CALTM) Organisational Capability Questionnaire (OCQ) to quantify the adaptivity of the healthcare team in palliative care. The researchers found that the questionnaire used can be a tool to objectively assess the healthcare teams’ day-to-day operations. The researchers hope this instrument can be applied to additional healthcare settings to further the development of related initiatives. Personally, I found that the authors used palliative care as an excellent illustration of interdisciplinary team collaboration both internally and with external providers and family members (Pype et al, 2017). As a nursing home provider, I can relate to the illustration that Pype et al. provided of the collaboration and complexity of healthcare systems (Pype et al, 2017). Typically, a nursing home will get a new patient from acute care. The process begins with the acute care physician referring the patient to a skilled nursing facility. From there, the patient or family member will decide what geographical area they would like the nursing home to be and administration from the acute care hospital will contact skilled nursing facilities in that area to determine if the nursing facility is able to accept the patient based on staffing and level of care deemed necessary. Once accepted, insurance providers are contacted and the process begins. The documentation is sent from the acute care physicians and therapy providers to the nursing staff at the nursing home. Upon the patient’s arrival, a nurse practitioner, registered nurse, and a member of the therapy will begin initial assessments and provide information to the licensed practical nurse and certified nursing assistant regarding the patient’s plan of care. All of these interactions and communication between team members are dynamic and can be influenced by social contexts such as prior interactions and behaviors on either party’s part as Pype et al. additionally state (Pype et al, 2017). In a 2012 article Tsasis, Evans, Owen, further investigated applied complexity science to the healthcare system to examine the role of communication. The researchers created focus groups with healthcare providers and analyzed quotes on their perspectives on limitations in integrative care. The researchers found that communication and misunderstanding roles were a recurring theme (Tsasis, Evans, Owen, (2012). For me, the big picture that remains is how can we apply this knowledge to improve healthcare collaboration while being constrained by current healthcare funding limitations.

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