目标:灵活性对于医疗保健组织预测不断增长的内部和外部动态至关重要。荷兰的心理卫生组织面临政府的重大政策改革,越来越多的市政当局参与,并逐渐用门诊护理取代临床护理。高层管理人员在创造这种灵活性方面起着重要的战略作用,因为他们做出了重要的选择,给组织方向和结构。为了创造灵活性,管理者必须处理复杂性和悖论。在这项研究中,作者的目标是为医疗保健管理者如何在他们的组织中创造灵活性的知识做出贡献。
方法:这是一项定性的实证领域研究。总的来说,21名精神医疗机构的管理人员参加了公开的深度访谈。作者从三个角度探讨了灵活性:组织方向、结构和操作。COVID-19大流行为探索灵活性提供了机会。作者要求参与者反思他们的组织对大流行的反应。
结果:大多数心理保健组织都以隐含的方式创造灵活性。灵活性和韧性是紧密相连的机制。灵活性确保快速响应,而弹性提供反作用力和反弹需要适应。适应确保医疗保健专业人员从他们的经验中学习,而不是完全回到以前的工作方式。生存的主要冲动确保了对COVID-19大流行的快速和充分的反应。这是否是灵活性的表现仍然很难得出结论。
结论:复杂性理论为创建一个灵活的组织而不失去一致性提供了一些指导。灵活性和韧性是相互对抗和保护的紧密联系的机制。有了这个洞察力,心理健康管理者可以利用这些品质并平衡它们,而不会陷入各种陷阱。
结论:在这项研究中,作者关注的是灵活性作为一种积极主动的态度和组织的能力。通过观察组织对COVID-19危机的反应,作者发现,出于生存本能应对灾难不是灵活性。灵活性之间有一种有趣的关系,韧性和适应性,他们可以相互平衡。
OBJECTIVE: Flexibility is essential for healthcare organizations to anticipate the increasing internal and external dynamics. Mental healthcare organizations in the Netherlands face major policy reforms made by the government, increasing involvement from municipalities and gradual replacement of clinical care with outpatient care. Top management plays an important strategic role in creating this flexibility because they make important choices, give direction and structure the organization. To create
flexibility, managers have to deal with complexity and paradoxes. In this study, the authors aim to contribute to the knowledge on how healthcare managers can create flexibility in their organizations.
METHODS: This is a qualitative empirical field study. In total, 21 managers of mental healthcare organizations participated in open in-depth interviews. The authors explored flexibility on three perspectives: organizational direction, structure and operations. The COVID-19 pandemic has provided an opportunity to explore
flexibility. The authors asked participants to reflect on their organization\'s response to the pandemic.
RESULTS: Most mental healthcare organizations create flexibility in an implicit way.
Flexibility and resilience are closely linked mechanisms. Flexibility ensures a quick response while resilience provides the counterforce and rebound needed to adapt. Adaption ensures that healthcare professionals learn from their experiences and do not return completely to the way things were done before. The primary urge to survive ensured rapid and adequate responses to the COVID-19 pandemic. Whether this is a manifestation of
flexibility remains difficult to conclude.
CONCLUSIONS: The complexity theory offers some guidance in creating a flexible organization without losing consistency. Flexibility and resilience are closely linked mechanisms that antagonize and protect each other. With this insight, managers in mental healthcare can utilize the qualities and balance them without falling into the various pitfalls.
CONCLUSIONS: In this research, the authors are concerned with flexibility as a proactive attitude and capacity of organizations. By looking at the response of organizations to the COVID-19 crisis, the authors find out that responding to a disaster out of survival instinct is something else than flexibility. There is an interesting relationship between flexibility, resilience and adaptability, and they can balance each other.