Read and respond to your classmates’ posts, offering scholarly views and/or professional feedback about their comments.
Reformed Complex Adaptative System
In the United States, the theory of complex adaptive systems has been used to provide insight into the importance of engaging lay researchers as co-producers of knowledge and to explore how community regeneration and other environmental influences may have an impact on health and care (Savithiri, 2020). This model was used to understand the roles of general practitioners in self-organized local networks in the United States, focusing on the ability to generate new solutions based on historical and social ties.
In Organizational Development, it has been suggested that systems that do not understand change management principles for complex adaptive systems continue to apply models of change that are unlikely to be successful. Understanding the principles and actions that help organizations change in complex adaptive systems can be essential for long-term success (Savithiri, 2020).
Electronic health records that belong to each of us and follow us for life. Healthcare organizations have been described as microsystems made up of microsystems. Some have argued that this means that electronic health record management actions can no longer be based on linear thought patterns or PDSA cycles; instead, action needs to be innovative and based on the benefits of microsystems and how they interact with the larger microsystem of healthcare, underscoring that the space for positive change can start small and do snowball the rest of the adaptation system (Khan et al., 2018).
Why not? Because it can be easy to manage capacity in hospitals and A&E departments. In the West Indies, complex adaptive systems thinking was used. The simulation showed that a minor rotation among the nurses could significantly reduce the number of patients that had to be redirected to other parts of the hospital (Khan et al., 2018). In my experience, a collaborative approach has helped organizations move towards a culture of mutual understanding and greater awareness of interdependencies within hospitals, which in turn has improved patient flows.
References
Khan, S., Vandermorris, A., Shepherd, J., Begun, J. W., Lanham, H. J., Uhl-Bien, M., & Berta, W. (2018). Embracing uncertainty, managing complexity: applying complexity thinking principles to transformation efforts in healthcare systems.
Savithiri, R., Lang, D. (2020) Health Care Organizations as Complex Adaptive Systemluvs, The Health Care Manager.
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