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Creating Healthcare Managers: Entry #3—What Do We Need in Our Toolbox?

By John Griffith, MBA, FACHE posted 02-29-2016 15:36

  

We have a beginning toolbox (Entry #2), but nothing to brag about. How can we improve the toolbox? Let me lay out some OFIs.

 

1.      We need more and better questions, assignments, and realistic team projects. Colleague Begun says he wants cases. I’m not opposed, but we need to start beginners at the beginning. I’m not sure cases are the best tool for that. You can think of the “assignments” as mini-cases.

2.      We need ways to conduct year over year assessment of student learning.  I want to find OFIs and do better in ’17.

3.      We need to test the overall structure, basically are we producing good professionals? I want to score my 2016 grads, look at their post grad performance, and find more OFIs.

 

“Good” is teaching that will help our students implement best practice on the job and be fully satisfied with their professional life. Our most pressing need is to measure how good our tools are, so we can make them better. All the usual questions of reliability and validity are important. We have a limited grasp right now; we need to improve our understanding.

 

Our LMS and our initial learning tools give us a start. With the automated multiple choice (AMCQ), peer grading, and review rubrics, we have quantitative scores to evaluate both individual and class performance. The text annotating system should give us evidence of student concerns. Reliability is uncertain. Within a single program, it’s probably safe to use these measures to identify OFIs and assess year over year improvement. It’s also reasonable to use individual scores to identify students needing assistance, subjectively verifying improvable behavior. As samples accumulate, we can do statistical analysis.

 

Validity is the more challenging question. How do we know we are on the right track? What constitutes “implement best practice?” I have postulated that the AMCQ and QFD are (1) realistic, and (2) properly answered in the accompanying commentary. What if I’m wrong? That’s an interesting philosophic question that must be addressed by every profession in its education and certification activities. The answer used throughout clinical medicine is expert panels, including researchers, teachers, and practitioners, convened to discuss a specific subject and to publish a report summarizing their consensus and areas of disagreement.

 

The collaborative tools won’t be finished until we have similar panels vetting 3 core questions:

·         What is excellence in managing HCOs, and what processes achieve it?

·         Are the questions asked of students consistent with excellence, and comprehensive enough to support beginning practice?

·         Are the recommended answers correct and complete?

This sounds completely unrealistic until you recognize that:

1.      Engineering and medicine have addressed analogous problems with substantial success.

2.      A growing list of HCOs have actually published detailed documentation of high performance. They have systematically copied earlier success, extending it to a varied array of American communities. Their work has been carefully audited. The documentation implements evidence-based management. While improvements are not only possible but likely, the processes they describe constitute best practice. (http://patapsco.nist.gov/Award_Recipients/index.cfm )

3.      An additional bibliography is not hard to accumulate, with help from sources like IOM’s Best Care at Lower Cost, AHA’s Hospital Research and Education Trust, and the Institute for Healthcare Improvement.



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I would like to share some insights and learnings from the MHA Capstone project experience this semester. What I am sharing relates to John's #1: We need more and better questions, assignments, and realistic team projects.
I have experimented with incorporating industry-driven research projects from our NSF Center for Health Organization Transformation (CHOT) into the MHA Capstone to enrich the classroom and make the project more "real" and current. Let me give you a specific example we used this semester: development of a strategic business plan for retail clinic concept in Kenya. Once of our CHOT industry memebrs is pursuing the retail clinic concept for Kenya and has been working with our faculty and faculty and students from the College of Architecture on both strategic plan and facilities planning. This semester our MHA capstone students were tasked with development of business plans for retail clinics working side-by-side with architecture students who were developing the landscape and facilities plans. Multiple teams are working on this same project (6 teams) and have come up with different models to target different communities and diseases in Kenya. Example of business models MHA student teams are developing include the hub and spoke model and retail locations that follow the railroad development.

03-06-2016 14:14

Jim, an interesting question. My understanding of the history is that medicine was first, capitalizing on their strong licensure and the leadership's commitment to evid-based med. ACGME, as you know, created revolutions in med ed that are still underway. ABET, the engineering accreditors, asked in the 90s (I think) for continuous improvement , pointing out that it requires measures. As I read the AACSB standards, they call for structural foundations, not outcomes. One reason may be that they don't train managers, as Mintzberg accuses them. More realistically, the measurement problems are substantially complicated by the range of professional activities of graduates.
Many (not all) of our graduates run HCOs. The corporate performance is now measured. The performance of the graduates running HCOs can be an should be measured. We educators should judge ourselves on our contribution to that standard.

03-05-2016 17:41

Relative to the feasibility of this vision for health admin: You mention engineering and medicine as exemplars. What are your thoughts on why graduate programs in general management have not developed similar assessment systems (to engineering and medicine)? In what ways is health admin different from general management that makes this vision more feasible for us?