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Adaptive decision-making: how Australian healthcare managers decide
Abdolvahab Baghbanian1, Ian Hughes, Ali Kebriaei
1Zahedan University of Medical Sciences, Zahedan, Iran. abag2253@uni.sydney.edu.au
Summary
Healthcare decision-making is complex and context-dependent, rarely using research evidence fully. A new
Area of Science:
- Health Policy
- Decision Science
- Organizational Behavior
Background:
- Limited understanding of how healthcare decision-makers utilize research evidence in practice.
- Calls for evidence-based policy-making often overlook the complex realities of organizational decision processes.
Purpose of the Study:
- To explore how decision-makers in Australian healthcare organizations make decisions.
- To identify factors influencing the use of research evidence in health policy.
- To develop a model that reflects the complexity of healthcare decision-making.
Main Methods:
- Purposive sampling of Australian healthcare decision-makers.
- Web-based survey followed by individual semi-structured interviews.
- Thematic analysis of transcribed interview data.
Main Results:
- Decision-making processes varied significantly across the Australian healthcare system.
- Decisions were highly dependent on operational context (time, place, purpose).
- Research evidence was infrequently utilized to its full potential; decisions involved collective, networked action.
Conclusions:
- Current evidence-based models do not capture the complex, social, and contextual nature of healthcare decision-making.
- A novel 'adaptive decision-making' model was developed to guide robust decision-making in complex health policy situations.
- The adaptive decision-making model offers potential for teaching and practical application in healthcare organizations.
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