The Midwestern Medical Group's Integration Journey
Sherrie Fraley, Natalie Leavitt and Wendy L. Velin
HCS 586 Health Care Strategic Management
Dr. Steve Straus, Facilitator
The “Marriage” of two distinct organizations can be a wonderful opportunity and it can also be a very difficult and even painful situation. The ladder is truer for the integration of the Midwestern Health System and Midwest Health Plan in 1994. The vision was solid, “to offer an integrated health care system to the people who live and work in the communities we serve.” Corporate Governance is an excellent tool for the integration of two large systems, the ability for a board of directors to include all members of the organization including physicians, regular local business men and top administration, is a good tool of implementation, but can the Midwestern hospitals and clinics work together for betterment of patient care.
Midwestern Health System (Midwestern) has been part of the community since 1994 and is one of the largest organizations in the area. It is vital for the overall strategy in any organization to ensure communication from those in power are “consistent” and implemented “step-by-step.” Midwestern has set forth its initiatives while examining it barriers. It’s continued goal of implementation of strategies and consistently examining its challenges is noted as the priorities continue to be building an integrated system and improve community health. The key players such as the executive leadership continue to develop areas of improvements to ensure the vision behind the plan is on course - “offer an integrated health care system to affordably enhance the health of people living and working in communities we serve” (Swayne, 2008). Change initiatives or strategic information
Change is part of everyday life, especially in the health care industry. Recently Midwestern Medical Group integrated to become a part of the Midwestern Health Systems. Midwestern Health Systems set financial goals and actually anticipated a loss. Midwestern Health Plan experienced the same loss and has since rebuilt using the Market Business Segment Business Model. The President of Midwestern Health Systems soon unveiled the plan to implement the Market Business Segment Business Model into Midwestern Health Systems and Midwestern Medical Group. This plan required moving from three divisions to two divisions. Implementing this change required that all communication remain open between divisions. The purpose of this model is to help the different divisions to be less conflicting and reduce the amount of tension present between divisions. The decision-making is left to the divisions. They form the plan and develop methods to implement the plan so that it can be successful. Midwestern Medical Group experienced losses (Swayne, 2008). Midwestern Health Systems integrated a change that they hoped would ease tension and prevent financial losses within the two different divisions. Leadership is an important part of change and change initiatives. The attitude that leaders reflect on their employees can determine the success or failure of integrating change within the organization. When a change is implemented, it can go through a process that is known as the implementation dip. This means that once the change has been implemented staff may go through a period where they feel that they do not have the skills to perform, or they are less confident in their abilities. It is important that a leader recognize this when implementing new change initiatives into an organization (Fullan). Challenges and Barriers
Integrating existing individually operating divisions of a health care organization into only two divisions can be a difficult task. Very often, there is resistance to change and the integration of new procedures within an organization. Resistance may come because of...