Harvard Case - Enabling Teamwork at the Cleveland Clinic
"Enabling Teamwork at the Cleveland Clinic" Harvard business case study is written by Amy C. Edmondson, Michaela J Kerrissey. It deals with the challenges in the field of Operations Management. The case study is 14 page(s) long and it was first published on : Sep 25, 2020
At Fern Fort University, we recommend a multi-pronged approach to improve teamwork and collaboration at the Cleveland Clinic, focusing on organizational change, information systems, and culture. This strategy will leverage the Clinic's existing strengths in innovation, quality management, and patient care, while addressing the challenges of siloed departments and a lack of communication.
2. Background
The Cleveland Clinic is a world-renowned healthcare provider facing challenges in fostering collaboration between its departments. Despite its commitment to patient-centric care, the Clinic's organizational structure and communication processes often hinder efficient teamwork, leading to delays, duplication of effort, and suboptimal patient outcomes. This case study explores how the Clinic can leverage technology, process improvement, and cultural change to enhance teamwork and achieve its goals.
The main protagonists are Dr. Toby Cosgrove, the CEO, and Dr. Delos 'Toby' Cosgrove, the Chief of Staff, who are tasked with implementing a strategy to improve collaboration across departments.
3. Analysis of the Case Study
The case study highlights several key issues:
- Siloed departments: The Clinic's organizational structure, with its numerous departments, often leads to a lack of communication and coordination.
- Limited information sharing: Information systems are fragmented, hindering effective knowledge sharing and collaboration.
- Lack of incentives for teamwork: Individual performance metrics often overshadow team-based goals, discouraging cross-departmental collaboration.
- Cultural resistance to change: Established practices and ingrained behaviors may hinder the adoption of new collaborative approaches.
To address these issues, we can apply the following frameworks:
- Organizational Structure and Design: Analyze the current organizational structure and identify opportunities for restructuring to promote cross-departmental communication and collaboration.
- Information Systems: Evaluate the current information systems and identify opportunities for integration and improvement to facilitate knowledge sharing and data exchange.
- Organizational Culture: Assess the current organizational culture and identify opportunities for fostering a collaborative environment that values teamwork and communication.
- Change Management: Develop a comprehensive change management strategy to address potential resistance to change and ensure successful implementation of new initiatives.
4. Recommendations
Phase 1: Information Systems and Technology
- Implement a centralized data platform: Develop a single, integrated platform for sharing patient data, clinical information, and research findings across departments. This platform should leverage technology and analytics to provide real-time insights and facilitate data-driven decision-making.
- Invest in collaboration tools: Deploy collaborative software platforms like shared workspaces, video conferencing, and communication tools to enable seamless communication and knowledge sharing between departments.
- Develop a knowledge management system: Establish a centralized repository for best practices, protocols, and research findings, accessible to all staff. This system should encourage knowledge sharing and facilitate continuous learning.
Phase 2: Process Improvement and Design
- Develop standardized processes: Implement standardized procedures for patient care, research, and administrative tasks, ensuring consistency and reducing duplication of effort across departments.
- Optimize workflow: Utilize process analysis and value stream mapping to identify bottlenecks and inefficiencies in existing workflows and implement improvements to streamline processes.
- Implement Lean principles: Adopt Lean manufacturing principles to eliminate waste, optimize resources, and improve efficiency in all departments.
Phase 3: Organizational Change and Culture
- Promote a collaborative culture: Develop a culture that values teamwork, communication, and shared goals. Encourage cross-departmental interaction through team-building activities, joint projects, and recognition programs.
- Develop leadership training: Provide leadership training programs that emphasize the importance of collaboration, communication, and team building.
- Implement performance metrics: Align individual performance metrics with team-based goals to incentivize collaboration and shared success.
- Foster a culture of continuous improvement: Implement a Kaizen approach to encourage continuous improvement in processes, communication, and teamwork.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with the Clinic's mission of providing high-quality, patient-centered care. By improving collaboration and communication, the Clinic can enhance its ability to deliver on this mission.
- External customers and internal clients: The recommendations address the needs of both external customers (patients) and internal clients (departments). Improved collaboration will lead to better patient outcomes and more efficient operations.
- Competitors: The recommendations will help the Clinic stay ahead of the competition by improving its efficiency, effectiveness, and ability to innovate.
- Attractiveness: The recommendations are expected to yield significant benefits, including improved patient outcomes, reduced costs, and increased efficiency.
6. Conclusion
By implementing these recommendations, the Cleveland Clinic can significantly enhance teamwork and collaboration, leading to improved patient care, increased efficiency, and a more competitive position in the healthcare industry. This multi-pronged approach, focusing on organizational change, information systems, and culture, will enable the Clinic to leverage its strengths and overcome its challenges, ultimately achieving its goals of providing high-quality, patient-centered care.
7. Discussion
Other alternatives not selected include:
- Outsourcing: Outsourcing certain functions could potentially improve efficiency, but it could also lead to a loss of control and expertise.
- Mergers and acquisitions: Acquiring or merging with other healthcare organizations could provide access to new resources and expertise, but it could also create integration challenges.
Risks and key assumptions:
- Resistance to change: Implementing these changes may face resistance from staff who are accustomed to working in silos.
- Technology adoption: The success of the information systems strategy depends on the successful adoption and integration of new technologies.
- Cultural change: Shifting the organizational culture towards collaboration requires a sustained effort and commitment from leadership.
8. Next Steps
The implementation of these recommendations should be phased in, with clear milestones and timelines.
- Phase 1 (Year 1): Implement the centralized data platform and invest in collaboration tools.
- Phase 2 (Year 2): Develop standardized processes, optimize workflows, and implement Lean principles.
- Phase 3 (Year 3): Promote a collaborative culture, develop leadership training, and implement performance metrics.
By following this roadmap, the Cleveland Clinic can successfully transform its organizational culture, improve teamwork, and achieve its goals of providing high-quality, patient-centered care.
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Case Description
This case examines efforts to foster teamwork within and across work units in the Cleveland Clinic, a large, distributed healthcare delivery organization. With a long history of valuing teamwork since its founding in 1921, the Clinic had taken dramatic steps to further enable collaboration back in 2008 after the growing complexity of medical care had led to problematic divisions across specialties. The Clinic restructured from departments organized by specialty to "institutes" organized by disease and organ systems. A decade later, when this case takes place, the world has continued to change-with the Clinic substantially expanding its scale and scope-posing new teamwork challenges. The case asks students to understand the Clinic's efforts to enable teamwork with the Institute Model and to evaluate whether the Model should be continued, abandoned or changed to address new teamwork needs for 2020 and beyond. It reveals the complexities of enabling teamwork in large, distributed organizations in which fluid, cross-boundary "teams of teams" are operating.
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