Main description:

Applied Problem-Solving in Healthcare Management is a practical textbook devoted to developing and strengthening problem-solving and decision-making leadership competencies of healthcare administration students and healthcare management professionals. Built upon the University of Minnesota Master of Healthcare Administration Program's Problem-Solving Method, the text describes the "never assume" mindset and the structured method that drive evidence-based, action-oriented problem-solving. The "never assume" mindset requires healthcare leaders to understand themselves and their stakeholders, and to engage in waves of divergent and convergent thinking. This structured method guides the problem solver through the phases of defining, studying, and acting on complex interrelated organizational problems that involve multiple root causes. The book also describes how the Problem-Solving Method is complementary to quality improvement methods and can be used in healthcare organizations along with Lean, Design Thinking, and Human Centered Design.

Providing step-by-step instruction including useful tips, tools, activities, and case studies, this effective resource demonstrates the utility of the method for all types of health organization settings including health systems, hospitals, clinics, population health, and long-term care. For students taking health management, capstone, and experiential learning courses, including internship and residency projects, this book allows them to test and apply their problem-solving and decision-making skills to real-world situations. Beyond the classroom, it is an indispensable resource for organizations seeking to enhance the problem-solving skills of their workforce.

The authors of the text have nearly 75 years of combined experience in healthcare management, leadership, and professional consulting, and teaching and advising healthcare administration students in classrooms, on student capstone, internship and residency projects, and case competitions. Synthesizing their expertise, this text serves as a guide for those who wish to strengthen their problem-solving abilities to systematically identify, analyze, study, and solve pressing organizational challenges in healthcare settings.

Key Features:

Describes a mindset and a structured problem-solving method that builds leadership competencies
Encourages a step-by-step problem-solving approach to define, study, and act on problems to drive action-oriented solutions
Supports experiential learning and coaching for students and professionals early in their careers, applicable especially to healthcare management, capstone, and student consulting courses, internship and residency projects, case competitions, and professional development in organizations
Compares the Problem-Solving Method to other complementary methods used in many healthcare organizations, including Lean, Design Thinking, and Human Centered Design
Includes access to the fully downloadable eBook as well as ancillary materials such as Instructor's Manual and Sample Syllabi

Contents:

Part I: The Mindset and Method for Problem-Solving
Chapter 1: The Problem Isn't Always What It Seems
Chapter 2: The Problem-Solving Method
Chapter 3: Comparison of Problem-Solving Methods
Chapter 4: Management and Leadership Competencies of the Problem-Solving Method
Part II: Practice the Define Phase
Overview of Parts II, III, IV
Chapter 5: Practice Define Step D1: Situation and Scope
Chapter 6: Practice Define Step D2: Stakeholders, Difficulties and Problem Areas
Chapter 7: Practice Define Step D3: Issue Statements and Problem Statement
Chapter 8: Define Phase Activity Key
Part III: Practice the Study Phase
Chapter 9: Practice Study Step S1: Root Causes and Alternative Solutions
Chapter 10: Practice Study Step S2: Decision Criteria, Research, and Findings
Chapter 11: Practice Study Step S3: Conclusions
Chapter 12: Study Phase Activity Key
Part IV: Practice the Act Phase
Chapter 13: Practice Act Step A1: Recommendations and Milestones
Chapter 14: Practice Act Step A2: Communication Strategy and Consensus Building
Chapter 15: Practice Act Step A3: Implementation and Monitoring
Chapter 16: Act Phase Activity Key
Part V: Problem-Solving Cases
Overview of Part V
Chapter 17: Operations and Quality Cases
Chapter 18: Strategic Healthcare Cases
Chapter 19: Population Health Cases
Chapter 20: Long Term Care Cases