Planning without action and action without planning? Examining a regional health system's efforts to improve patient flow, 1998–2013. (28th December 2017)

• Record Type: Journal Article
• Authors: Kreindler, Sara A.
• Is Part Of: International journal of health planning and management. Volume 33:Number 1(2018)
• Page Start: e333
• Page End: e343
• Publication Date: 2017-12-28
• Subjects: decision‐making -- patient flow -- procedural rationality -- qualitative research; Health planning -- Periodicals; Health services administration -- Periodicals; Santé publique -- Planification -- Périodiques; Santé, Services de -- Administration -- Périodiques; 362.1068
• DOI: 10.1002/hpm.2481
• Languages: English
• ISSNs: 0749-6753

Abstract

Summary: Most health care organizations engage in formal and informal planning, yet their improvement initiatives may remain disjointed and reactive. Research on organizational decision‐making has found that the "discovery" approach (seek and assess multiple options before selecting one) outperforms "idea imposition" (identify 1 option, then gather information to [dis]confirm it), yet is observed relatively infrequently. Might this imply that discovery frequently collapses before fruition? This qualitative study sought to better understand the planning‐action disjunction, as observed in 1 organization, by comparing its planning processes against the discovery approach. It focused on a Canadian regional health system's recurrent, unsuccessful attempts to improve patient flow. Through extensive document review supplemented by interviews with 62 managers, it identified all relevant regional plans/reports produced during a 15‐year period and followed each recommendation forward in time to discover its fate. Each report presented a lengthy, unprioritized list of disparate recommendations, few of which progressed to full implementation. It appeared that decision‐makers repeatedly embarked on a discovery approach, but rapidly allowed it to splinter into multiple idea‐imposition approaches; numerous options were generated, but never evaluated against each other. Thus, the product of each planning process was not a coherent strategy but a list of disconnected actions.