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Merging, de-merging, and emerging at Deaconess Billings Clinic
K Baskin1, J Goldstein, C Lindberg
1School of Management and Business, Adelphi University, USA. bman47@netaxs.com
Physician Executive
|August 18, 2000
Summary
Complexity theory provides a new model for healthcare mergers, viewing them as complex adaptive systems (CAS). This approach fosters genuine integration by embracing emergent properties and facilitating cultural transformation through interaction.
Area of Science:
- Healthcare Management
- Organizational Behavior
- Complexity Theory
Background:
- Traditional healthcare mergers often struggle with cultural integration.
- A new framework is needed to understand and manage complex organizational changes.
Purpose of the Study:
- To explore the application of complexity theory and complex adaptive systems (CAS) models in healthcare mergers.
- To provide insights from the Deaconess Billings Clinic (DBC) merger for creating integrated health systems.
Main Methods:
- Case study analysis of the Deaconess Billings Clinic merger.
- Application of complex adaptive systems (CAS) principles to understand organizational evolution.
- Focus on emergent properties and self-organizing processes.
Main Results:
- The DBC merger exemplified emergence, where new structures arose organically rather than through imposed synthesis.
- The merger process was characterized by natural challenges, uncertainty, and fits and starts.
- Abundant interaction and information flow facilitated the creative transformation of distinct cultures.
Conclusions:
- A complex adaptive systems (CAS) model offers a more effective approach to healthcare mergers than traditional methods.
- Embracing emergence and facilitating interaction can lead to deep-seated cultural change and genuine system integration.
- Understanding mergers as self-organizing processes aids in navigating challenges and achieving shared culture.