What emerging healthcare management trends should you know?

EMR/IT training on integration of patient wearables and devices for clinicians is extremely important for proper documentation and guidance toward diagnosis. Finding time for the clinicians to train is the main obstacle in this mission. A unified and uniform integration would be ideal for training, interoperability purposes, and patient monitoring.

In my experience telehealth & remote healthcare is an option in conjunction with on site visits for the delivery of healthcare will allow for maximizing patient care & outcomes. One singular delivery system will not suffice optimal healthcare for our patients.

Trends are temporary in nature and they are subjective to surrounding conditions. Telehealth and remote care were great enablers to improve access throughout the pandemic. As Health care managers we must consider if it can play a pivotal role in improving routine services and can sustain the trust of the patients in the long term. COVID '19 did bring telehealth and remote care into focus, however now it's time to re-look and re-evaluate the effectiveness and possibilities of integration with existing healthcare services to improve quality of services and health outcomes. The biggest challenge for Health care Managers lies in identifying avenues where these technologies can add value.

Despite the excitement and rapid proliferation of cutting-edge technologies and capabilities like generative AI, healthcare management continues to trend towards a laser-focus on core business and clinical processes to ensure sufficient access for patients and high quality outcomes. The need for secure and consistent data aggregation across multiple sources is a crucial step to enable the application of insight-producing algorithms that take into account whole-person health and circumstances.

Critically missing from tele-health and other remote access processes are nuanced non-verbal communication cues that add a subjective element to the clinical decision process. Inconsistent competence in language and vocabulary greatly impacts clinical investigation and judgement. Understanding the unique characteristics of the tele-health demographic can better prepare the healthcare professional in their clinical approach to the patient's condition and diagnosis. Area of service also impacts the need for access to ancillary resources such as translation services. Access methods to tele-health services may limit efficient dialog between clinician and patient in the ease of access and dependable connection (e.g cellphone vs computer).

The pivot table as an analytic device is dead. The prospect of data analytics and intelligence as a mechanism to move away from single variate ways of identifying priorities is encouraging and a catalyst for the development of "personalized resolution pathways" for patterned cohorts. Every healthcare claim sent to an insurer contains 200 data elements. A large healthcare system may send up to 80,000 claims per week. Over one year that is 832 million elements of data that can be evaluated in ways the human mind cannot comprehend on its own. That's how you drive change.

AI-derived output should always be considered decision-support tools and not recipes for blind execution. Understanding of the limitations of the AI method used is critical in validating its output that is usually subject to "drift," in which potentially extraneous factors are incorporated into its conclusions to fill in overlooked gaps in the initial raw data sets. Output from AI systems must be validated, culled (if necessary), and re-introduced into the system to refine future analyses.

Artificial intelligence in healthcare Data analytics Power BI Six sigma Lean are all trends that one should know in healthcare

Healthcare client data can be leveraged in a machine learning environment to achieve predictive healthcare on an individual client level. By analyzing a patient's historical health records, treatment outcomes, genetic information, and lifestyle data, machine learning models can identify patterns and trends that may help predict future health risks or conditions. This personalized approach to healthcare offers several advantages, including early disease detection, customized treatment plans, and optimized preventive care. It enables healthcare providers to intervene proactively, potentially saving lives and reducing healthcare costs. Predictive healthcare also empowers patients to take more control of their well-being.

Psychological safety, as researched in the work of Professor Amy Edmondson, serves as a foundational catalyst for trust and performance within healthcare teams across all levels of an organization. When team members feel safe to voice their concerns, ask questions, or make suggestions without fear of retribution, it fosters an environment of trust and collaboration. This, in turn, enhances the performance of healthcare teams, as open communication allows for the identification and resolution of critical issues, ultimately leading to better patient care. Edmondson's research highlights that psychological safety isn't just a soft concept but a powerful driver of success within the complex and high-stakes realm of healthcare.

In the current organizational and political landscape, power dynamics often echo a zero-sum game - a viewpoint that sees gains in one area as losses in another. This perspective can significantly impede progress in diversity, equity, and inclusion (DEI) initiatives. Leaders within the healthcare sector must be empowered to challenge this traditional, restrictive viewpoint. Healthcare leaders should be equipped to redefine power dynamics, shifting from a zero-sum mindset to an inclusive game-changing mindset where equity, inclusion, and diversity are the universal winning outcomes. This goes beyond a 30-minute unconscious bias CBT module. And includes continuous learning, action, and accountability.

DEI is not just a check-box, and shouldn't be siloed in Human Resources. It should be a part of every department, every team, and every individual's performance goals. As Faith Eatman says below, Healthcare leaders should be trained and empowered to redefine power dynamics across the organization. Cultivating a culture of DEI isn't about a once a year training, it's about embedding equity as an operational value across your organization.

DEI policies are more the province of organizational Human Resources departments, while execution of those policies are the responsibility of direct management. The minefield of allegations involving preferential treatment or discriminatory practices are very real issues that individual managers are vulnerable to and should avoid. Individual DEI issues should be initially discussed privately with the HR department to derive more informed responses.

In healthcare DEI has greater complexity because lack of diversity equity and inclusion can negatively impact the quality of care provided and ultimately the overall well being of the patient. Healthcare leaders need to understand and embrace this complexity. DEI is not just an HR issue or a risk mitigation initiative but an overall organizational culture, and quality care concern. Promoting safe, equitable, diverse and inclusive spaces for employees and patients alike must be a constant focus of any sucessful healthcare leader.

Institutional/organizational management is a very interdependent collaboration of multiple disciplines and fiscal constraints. Consequently, opportunities for individual advocacy of sustainability and resilience are limited. For example, while lower carbon footprint products may be available, purchasing contracts may make other products more economical. Recycling of used materials is subject to storage and disposal restrictions due to potential contamination or hazardous content. There are more effectual (and likely less frustrating) methods and forums to advocate for sustainability than the healthcare workplace - at least from an individual's perspective.

GenAI have revolutionize the way healthcare executive access and process information on the organization level through some of the works of @convergent and @chamcodigital. We can expect more AI integration in the Healthcare sector to not only improve decision making but also enhance business process across multiple departments. As a healthcare manager you can process real time data to get indepth insight on care delivery and its impact on your patient from the point of contact with your staff, care delivery to the point of care discharge and followup of the effectiveness and experience each patient recieved.

A vicious cycle of sabotaging ourselves. The higher up the corporate ladder you go the less your job becomes about the work and the more it becomes about the people doing the work. Yet we continue to promote the "workers" into the leadership roles.

Healthcare thrives off of collaboration. Networking is an opportunity to share knowledge and experience so everyone can support stakeholders better. Networking is often seen as an external business transaction to find jobs or make deals. But it can be just as powerful internally.

This is an art form. As a practice leader, it is essential to form a network of relationships to collaborate with to make informed decisions and to build upon experience. I'm working on launching a primary care round table just for this reason. Too many experienced leaders voices need to be heard and many times, they are just too busy. Let's bring awareness to this important aspect of business. New hires should be assigned a mentor. With this one step, you will begin to build a program of growth, and future leaders will arise.

Networking is a valuable and effective means of fostering collaboration and sharing experiences towards improved outcomes of all parties involved. Easing into such networking relationships however, should be made carefully so as not to inadvertently expose proprietary information or embarrassing institutional liabilities. Care should be taken so as to avoid asymmetric contribution to the conversations unless in an established mentoring relationship. Mentoring, as a less public function, is less constrained, however, proprietary information should be limited to a minimum for illustrative purpose only, with primary focus on generic processes and methods rather than specific data (which may not be relevant to other practices anyway)

The turnover is higher due to the fact that the new hires are not given proper training and support initially. They need to be assigned a mentor or coach for at least 90 days and then do an assessment of where they are in their role. This will help to determine if more training or mentoring should be extended.

Safety & Quality methodology and advanced workflow need to be incorporated into the enterprise software produces used by healthcare safety, quality, compliance, and risk management departments to accelerate the challenging pursuit of zero patient harm.

Artificial intelligence as a co-pilot in root cause analysis of patient harm events and objective choice of corrective action.