Academic journal article Journal of Healthcare Management

Editorial

Academic journal article Journal of Healthcare Management

Editorial

Article excerpt

Sometimes it seems as though everything in healthcare is changing, and "when everything is changing, change can become unmanageable" (Whetten & Cameron, 2002, p. 2). The articles in this issue consider many facets of change and provide us with ideas and insights for making the unmanageable, manageable.

Our interview is with Marna P. Borgstrom, FACHE, president and chief executive officer of Yale New Haven Health System and chief executive officer of Yale-New Haven Hospital in New Haven, Connecticut. Ms. Borgstrom discusses changing organizational cultures, special considerations associated with implementation of Patient Protection and Affordable Care Act (ACA) provisions, and the value of and need for active executive involvement in local and professional communities.

Robert K. Kuramoto, MD, our Implementing Healthcare Reform columnist, asks if our medical and surgical specialists are being overlooked as hospitals' healthcare reform planning efforts emphasize primary care physicians. He describes the value proposition of specialists, the opportunities available to specialists that can affect hospitals, the practice elements needed to prepare specialists to assume accountable care organization/patient-centered medical home referrals, and the need to discuss the ACA with specialists in an atmosphere of learning.

Using a qualitative, comprehensive case study, Kristin L. Reiter, PhD, et al. examine practice-level personnel and nonpersonnel costs as well as the benefits associated with transformational change efforts in 12 primary care practices participating in North Carolina's Improving Performance in Practice Program. Their results can help primary care practices assess the potential burden of, value in, and capacity for engaging in significant change interventions. In addition, their results can help policy makers and payers design strategies that sustain and support improvement activities.

Employing the Hospital Leadership and Quality Assessment Tool (HLQAT), a comprehensive survey instrument for assessing important organizational features associated with clinical quality, Thomas Vaughn, PhD, et al. …

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