Building A Culture Of Health

“The ‘Invisible Architecture’ is built on knowing, and acting on, what research tells us creates a great employee experience. Thank you, Joe and Bob, for writing a book whose time has come—and for your efforts to make healthcare better and better.” -Quint Studer, MSE Co-author, The Human Margin: Building the Foundations of Trust "A must read and a great resource for every leader in today's transforming work environment." -Tim Porter-O'Grady, DM, EdD, APRN, FAAN, FACCWS Senior Partner, Health Systems, TPOG Associates Clinical Professor, Emory University, SON Registered Mediator In the aftermath of the pandemic, preexisting challenges in healthcare organizations have intensified. Stress, burnout, staffing shortages, and even the erosion of trust in organizational leadership are pressing issues that need solutions. Using construction as their metaphor, authors Joe Tye and Bob Dent make a compelling case that a healthcare organization’s Invisible Architecture—a foundation of core values, a superstructure of organizational culture, and the interior finish of workplace attitude—is no less important than its visible architecture. In this third edition of Building a Culture of Ownership in Healthcare, readers will learn how investing in their organization and their people can enable a significant, successful change in productivity; employee engagement; nurse satisfaction, recruitment, and retention; quality of care; patient satisfaction; and positive financial outcomes. TABLE OF CONTENTS Chapter 1: Invisible Architecture Chapter 2: From Accountability to Ownership Chapter 3: The Foundation of Core Values Chapter 4: The Superstructure of Organizational Culture Chapter 5: The Interior Finish of Workplace Attitude Chapter 6: Blueprinting a Culture of Ownership Chapter 7: Three Essential Elements of a Culture of Ownership Chapter 8: Personal Values and Organizational Values Chapter 9: The Four Dimensions of Transformational Leadership Chapter 10: Anatomy of a Change Movement: What the Movement to Ban Public Smoking Has to Teach Healthcare Leaders About Culture Change Afterword Epilogue

This ambitious volume sets out to understand how every company impacts public health and introduces a robust model, rooted in organizational and scientific knowledge, for companies committed to making positive contributions to health and wellness. Focusing on four interconnected areas of corporate impact, it not only discusses the business imperative of promoting a healthier society and improved living conditions worldwide, but also provides guidelines for measuring a company’s population health footprint. Examples, statistics and visuals showcase emerging corporate involvement in public health and underscore the business opportunities available to companies that invest in health. The authors offer a detailed roadmap for optimizing health-promoting actions in a rapidly evolving business and social climate across these core areas: Planning and building a culture of health Consumer health: How organizations affect the safety, integrity, and healthfulness of the products and services they offer to their customers and end consumers Employee health: How organizations affect the health of their employees (e.g., provision of employer-sponsored health insurance, workplace practices and wellness programs) Community health: How organizations affect the health of the communities in which they operate and do business Environmental Health: How organizations' environmental policies (or lack thereof) affect individual and population health Implementing and sustaining a culture of health Building a Culture of Health clarifies both a mission and a vision for use by MPH and MBA students in health management, professors in schools of public health and business schools, and business leaders and chief medical officers in health care and non-health care businesses.

Building on the revolutionary Institute of Medicine reports To Err is Human and Crossing the Quality Chasm, Keeping Patients Safe lays out guidelines for improving patient safety by changing nurses' working conditions and demands. Licensed nurses and unlicensed nursing assistants are critical participants in our national effort to protect patients from health care errors. The nature of the activities nurses typically perform â€" monitoring patients, educating home caretakers, performing treatments, and rescuing patients who are in crisis â€" provides an indispensable resource in detecting and remedying error-producing defects in the U.S. health care system. During the past two decades, substantial changes have been made in the organization and delivery of health care â€" and consequently in the job description and work environment of nurses. As patients are increasingly cared for as outpatients, nurses in hospitals and nursing homes deal with greater severity of illness. Problems in management practices, employee deployment, work and workspace design, and the basic safety culture of health care organizations place patients at further risk. This newest edition in the groundbreaking Institute of Medicine Quality Chasm series discusses the key aspects of the work environment for nurses and reviews the potential improvements in working conditions that are likely to have an impact on patient safety.

In 2013, the Robert Wood Johnson Foundation (RWJF) began its Culture of Health initiative. To implement the primary Culture of Health outcome of improved population health, well-being, and equity, RWJF worked with RAND to develop an action framework.

Culture and Health offers an overview of different areas of culture and health, building on foundations of medical anthropology and health behavior theory. It shows how to address the challenges of cross-cultural medicine through interdisciplinary cultural-ecological models and personal and institutional developmental approaches to cross-cultural adaptation and competency. The book addresses the perspectives of clinically applied anthropology, trans-cultural psychiatry and the medical ecology, critical medical anthropology and symbolic paradigms as frameworks for enhanced comprehension of health and the medical encounter. Includes cultural case studies, applied vignettes, and self-assessments.

Since the passage of the Affordable Care Act, the field of population health has evolved and matured considerably. Improving quality and health outcomes along with lowering costs has become an ongoing focus in delivery of health care. The new Third Edition of Population Health reflects this focus and evolution in today's dynamic healthcare landscape by conveying the key concepts of population health management and examining strategies for creating a culture of health and wellness in the context of health care reform. Offering a comprehensive, forward-looking approach to population health, the Third Edition's streamlined organization features 14 chapters divided among 3 major sections: Part I - Population Health in the U.S.; Part 2 -The Population Health Ecosystem: and Part 3 - Creating Culture Change.

Practicing population based care is a central focus of the Affordable Care Act and a key component of implementing health reform. Wellness and Prevention, Accountable Care Organizations, Patient Centered Medical Homes, Comparative Effectiveness Research, and Patient Engagement have become common terms in the healthcare lexicon. Aimed at students and practitioners in health care settings, the Second Edition of Population Health: Creating a Culture of Wellness, conveys the key concepts of concepts of population health management and strategies for creating a culture of health and wellness in the context of health care reform. Beginning with a new opening chapter, entitled, “Building Cultures of Health and Wellness”, the Second Edition takes a comprehensive, forward-looking approach to population health with an emphasis on creating a culture of wellness. The revised text takes into consideration the Affordable Care Act and its substantial impact on how health science is taught, how health care is delivered and how health care services are compensated in the United States. Key Features: - Study and discussion questions are provided at the conclusion of each chapter to highlight key learning objectives and readings. - Case studies highlight real world applications of concepts and strategies, and links to web sites provide additional opportunities for expanding knowledge. - Each chapter can stand alone to highlight key population health issues and provide strategies to address them, allowing educators to choose specific chapters or sections that meet the learning objectives of the course. - Each new print copy includes Navigate 2 Advantage Access that unlocks a comprehensive and interactive eBook, student practice activities and assessments, a full suite of instructor resources, and learning analytics reporting tools.

Using construction as their metaphor, authors Joe Tye and Bob Dent make a compelling case that a healthcare organization’s invisible architecture—a foundation of core values, a superstructure of organizational culture, and the interior finish of workplace attitude—is no less important than its visible architecture. Further, they assert that culture will not change unless people change, and people will not change unless they are inspired to do so and given the right tools. The fully updated second edition of Building a Culture of Ownership in Healthcare takes readers on a journey from accountability to ownership—providing a proven model, strategies, and practical solutions to help improve organizational culture in the healthcare setting. Learn how investing in your organization and your people can enable a significant, successful change in productivity; employee engagement; nurse satisfaction, recruitment, and retention; quality of care; patient satisfaction; and financial outcomes.