What strategies can you use to build a resilient healthcare organization?

It requires a comprehensive approach that addresses various factors, including leadership, culture, workforce, and infrastructure. Here are some key strategies: 1. Foster a Strong and Adaptable Leadership 2. Nurture a Resilient Organizational Culture 3. Invest in a Skilled and Adaptable Workforce 4. Strengthen Infrastructure 5. Promote Mental Health and Well-Being Simply implement these strategies.

Getting to know the organisation's resilience is important. Using of toolkits and doing a SWOT is crucial. Resilience is also dependant on the mission, vision and values of the organisation. Getting these basics correct plays a key factor in setting goals, defining L and D plans, and stability.

At Gleneagles Bengaluru, we practice the following to build a resilient healthcare organization. Focus on diversifying revenue streams, investing in staff training, establishing robust risk protocols, fostering collaborative partnerships, ensuring data security, prioritizing patient-centric care, planning for supply chain disruptions, engaging with the community, and maintaining agile governance structures. These actions collectively enhance financial stability, operational efficiency, and adaptability, reinforcing the organization's ability to navigate challenges in the dynamic healthcare landscape.

In my opinion Building a resilient healthcare organization requires adaptive leadership, transparent communication, and technological integration. Cross-train staff, diversify suppliers, and secure data to enhance flexibility and mitigate risks. Foster strategic partnerships and invest in continuous training for staff. Design flexible facilities, prioritize a patient-centric approach, and ensure financial resilience through reserves and contingency plans. This multifaceted strategy ensures adaptability and sustainability in a dynamic healthcare landscape.

Building healthcare resilience requires a multi-pronged approach: 1. Adaptive Leadership 2. Risk Management 3. Technology Integration 4. Staff Support 5. Financial Agility 6. Community Engagement 7. Continuous Improvement 8. Supply Chain Resilience 9. Effective Communication 10. Regulatory Adaptation These strategies fortify healthcare systems, enabling them to endure challenges, improve care, and adapt in rapidly changing environments.

A resilient culture develops with the correct leadership and behavior of leaders at all levels. Organisational behavior develops slowly, is very person dependent and tends to stick. As Sinek says "A team is one where people trust each other". Apropos, a team where there is always someone covering your back is going to be a resilient one. The other fact, often not clearly comprehended, is that such teams are also high performance teams!

Making sure you have realistic expectations of yourself and your staff is an important first step. One thing organizations tend to forget as they made up of people. It’s important to check in with folks in your organization no matter how big or small they are. Scheduling face-to-face is important and not in terms of zoom to zoom but actual flesh and blood conversations, it is surprising sometimes how much further you can get within person contact when it comes to understanding pain points and where people are suffering. And for goodness sake, take the temperature in the room. If everyone is burnt out, it’s not the everybody it’s the organization.

One major challenge in health care is balancing the needs of various stakeholders, such as patients, providers, managers, regulators, and funders. Often, the needs of those who deliver and receive care are overlooked, resulting in a lack of psychological safety and well-being. Psychological safety refers to the belief that one can speak up, take risks, and make mistakes without fear of negative consequences. It is essential for learning, innovation, and resilience in complex and uncertain environments. However, many health care workers face high levels of stress, pressure, and workload, which can lead to overwhelm, burnout, suicide, and self-harm. Building resilient health care organisations requires creating psychologically safe cultures.

Attitude at the workplace is very important to build a resilient organization. Organizations are made up of people and processes ,both should be in sync to achieve the best .

Absolutely. In my experience, resilient cultures are built by leaders who are intentional about organisational cultures and norms. I have seen the need to deliberately utilise systems 2 thinking as is postulated by Daniel Kanehman. I especially concur on the need for self care to be ingrianed in all employees of organizations and reinforced to managers handling other staff below them in organograms.

What I feel to Enhance your learning capabilities you should follow this steps. 1. **Active Learning:** Engage with the material actively through discussions, problem-solving, and application. 2. **Variety of Resources:** Use diverse learning resources such as books, videos, and interactive platforms to gain different perspectives. 3. **Effective Note-Taking:** Develop a system that works for you, whether it's traditional note-taking or digital tools, to reinforce understanding. 4. **Teach Others:** Teaching what you've learned to someone else reinforces your own understanding and retention. 5. **Healthy Lifestyle:** Prioritize sleep, exercise, and a balanced diet, as they significantly impact cognitive function.

Let’s be sure to account for personal growth in our enhancements. Not just professional growth and development, but are we developing the mindsets of our people? My experience is that so many people desire growth from a professional standpoint - or to move up the ladder - but neglect how their professional growth is tied directly to their personal growth. Are we enhancing the way our team thinks in the face of resilience AND innovating our services, products, procedures, etc. If resilience is measured by our ability to overcome obstacles, then we must possess the mindset skills AND the professional skills to achieve this. People will update their kitchens, clothes, and jobs but will often hold onto outdated thinking.

La formación es una de las herramientas fundamentales que tiene una empresa para incrementar la resiliencia. Es necesario que esta formación no sea impuesta, sea variada, y que los colaboradores no lo vean como algo impostado, sino como algo que se les da para incrementar sus habilidades personales y profesionales para el día a día sea mucho más agradable y eficiente.

One of the cornerstones for a resilient organization is the ability to develop and apply a real-world risk management system. This includes risk identification, risk analysis, risk control, and risk monitoring. One other key principle is to employ evidence-based, data-driven prioritization for an effective risk management plan taking into consideration risk severity, occurrence rate, detectability of incidence , and probable consequences. Failure Mode and Effect Analysis may help as an aid for that prioritization task.

Risk management is prevention. Just as in personal health, prevention is key. Know the landscape, study the guidelines, and know what could potentially happen if you allow poor planning to put your organization at risk. Develop policies and procedures. Stay up to date with the latest changes. Don't be reactionary, but aim to be ahead of the game.

An example I've seen is during COVID 19 pandemic with the antecedent infodemics as well as syndemics. COVID revealed the inherent dysfunctionalities of many health systems.

Mitigation of threads needs a proper definition of the thread, setting indicator’s and monitoring them. Top level management must make the tough decisions each year, and in crisis situations more often. Using ISO standards like ISO 9001 for general quality, and e.g. the ISO 27001 for information security is an option to be considered. If healthcare organization, then an additional ISO 27799 for health information security might be important. A certification facilitates external eyes to review, and shows to stakeholders that all this is taken seriously and maintained.

This is one of the most vital qualities a health care organization needs to develop and foster. But mind you: where previous steps encourage using models to assess and increase capabilities, fostering innovation is a process not lead by structure but by freedom. Feel free to experiment and fail, your weaknessess and challenges in the back of your mind.

Resilient healthcare is the ability to adjust its functioning prior to, during, or following adverse events and thereby sustain required operations under both expected and unexpected conditions. In such a VUCA environment, one has to think rapidly on one's toes, and innovate using available resources. Besides agility, it depends in equal measure on individual enterprise as well as the ability to work together. And the ability to work under effectively stress.

Es fundamental que tanto las partes interesadas y el personal contribuyan en el desempe?o de la organización. Esta contribución ha de ser estructurada y continua, que todas las partes implicadas noten que son importantes en el global de la organización.

To build a resilient healthcare organisation, you need a plan that that sets realistic goals and achievable outcomes. The staff, local communities and all relevant stakeholders must be engaged. The organisation would need to engage its staff networks and other staff groups, ensure co-production with patients and the local communities, involve other stakeholders to ensure diversity of ideas. When diverse ideas are interwoven, you create a solid foundation towards building a resilient organisation.

Comunica??o precisa ser feita em todos níveis. E realmente saber o que foi entendido para que todos possam expressar suas opini?es.

Consider visiting people, and meeting them where they are. For instance, if you are a healthcare executive, perhaps stay for the night shift and get to know the people who are working overnight in the ER, the ICU and the floors. You will be utterly surprised about what you find out where things are breaking down, plus, making the effort is an excellent way to build personal capital with the staff.

Traditional approaches to risk management focus primarily on counting errors and understanding how things go wrong. Resilient healthcare needs alternative complementary perspective of learning from incidents and building a culture that encourages lateral thinking, innovation and agility.

There is no healthcare organization that can survive without top of the bill information management. That requires 1. data Standardization, e.g. based in ISO 13972 clinical information models 2. put the patient journey first and care processes and episodes of care follow the patient journey, e.g. ISO 13940 system of concepts for continuity of care 3. Creating an information architecture that allows best of breed only, uses the traditional EHR as one of many data source systems, but not as care process support, use clinical data ware house to receive all data from all 1000+ applications, and store as standardized data e.g. as ISO 13972 CIMS, ISO 13606/OpenEHR archetypes or HL7 FHIR resource instances. Apply data marts per goal for use.

Based on my experience the Seven (7) key strategies for building a resilient healthcare organization are: 1. Create a resilient culture: Resilient organisations understand root causes of their vulnerabilities. 2. Promote supply chain resilience: Diversify geographically by working with manufacturers in different regions. 3. Consider resilience training: Training more women to be healthcare workers & providing equal pay. 4. Be proactive: Don't ignore problems, but instead make a plan & take action 5. Recognise early signals of crisis: This allows organisations to respond quickly & avoid escalation. 6. Building health system resilience at primary health care level 7. Assessing infrastructure & thermal resilience of healthcare facilities