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Related Concept Videos

Decision Making01:20

Decision Making

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Decision-making is a fundamental cognitive process that involves evaluating alternatives and selecting among them. This process can range from simple choices, such as deciding what to wear, to complex decisions, like choosing a major in college or a career path. The complexity of the decision often dictates the approach we use, which can be broadly categorized into two types: automatic and controlled decision-making.
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Decision Making: Traditional Method01:14

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The process of hypothesis testing based on the traditional method includes calculating the critical value, testing the value of the test statistic using the sample data, and interpreting these values.
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Decision Making: P-value Method01:09

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The process of hypothesis testing based on the P-value method includes calculating the P- value using the sample data and interpreting it.
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Reason and Intuition01:37

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The human brain processes information for decision-making using one of two routes: an intuitive system and a rational system (Epstein, 1994; popularized by Kahneman, 2011 as System 1 and System 2, respectively). The intuitive system is quick, impulsive, and operates with minimal effort, relying on emotions or habits to provide cues for what to do next, while the rational system is logical, analytical, deliberate, and methodical. Research in neuropsychology suggests that the...
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Ethical Dilemmas II01:30

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Resolving an ethical dilemma in healthcare involves a systematic approach that considers every aspect of the issue, respecting both the patient's needs and values and the healthcare professional's ethical obligations. Here are potential steps to resolve an ethical dilemma:
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Groupthink01:34

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When in group settings, we are often influenced by the thoughts, feelings, and behaviors around us. Groupthink is another phenomenon of conformity where modification of the opinions of members in a group aligns with what they believe is the group consensus (Janis, 1972). In such situations, the group often takes action that individuals would not perform outside the group setting because groups make more extreme decisions than individuals do. Moreover, groupthink can hinder opposing trains of...
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Has Lean improved organizational decision making?

Pascale Simons1, Jos Benders2, Jochen Bergs3

  • 1Department of Radiotherapy, MAASTRO Clinic, Maastricht, the Netherlands.

International Journal of Health Care Quality Assurance
|June 4, 2016
PubMed
Summary

Lean management reduced ambiguity and uncertainty in healthcare decision-making, enhancing the sustainability of quality improvement (QI) initiatives. This study shows Lean positively impacts organizational context for sustainable improvement.

Keywords:
AmbiguityLean managementManagement decision makingQuality improvement

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Area of Science:

  • Healthcare Management
  • Organizational Psychology
  • Process Improvement

Background:

  • Sustainable improvement in healthcare is often hindered by unclear objectives and uncertain cause-effect relationships within care processes.
  • Quality Improvement (QI) initiatives are frequently designed for low-ambiguity settings, which do not reflect typical healthcare environments.
  • Lean management principles aim to reduce ambiguity and uncertainty, potentially improving the success of QI initiatives.

Purpose of the Study:

  • To determine if a Lean-inspired program altered the decision-making context within a Dutch radiotherapy institute.
  • To assess if the changes made the organizational context more suitable for effective QI initiatives.
  • To investigate the impact of Lean on ambiguity and uncertainty in clinical processes.

Main Methods:

  • A mixed-methods approach was employed, combining structured interviews with 12 professionals in 2014 and survey data from 2011 and 2014.
  • Interviews explored perceptions of the Lean program and its effect on organizational decision-making context.
  • Quantitative survey data (25 questions) analyzed the changes in perceived ambiguity and uncertainty over time.

Main Results:

  • Interviewees reported improved shared visions and a decrease in uncertain cause-effect relations within clinical processes.
  • Surveys indicated enhanced process predictability and standardization, alongside strengthened shared visions.
  • A significant majority of reported Lean effects (99 positive vs. 18 negative) were favorable.

Conclusions:

  • Lean management implementation demonstrably decreased ambiguous objectives and reduced uncertainties in clinical process cause-effect relations.
  • The study concludes that Lean positively influences the organizational decision-making context, thereby increasing the sustainability of QI initiatives.
  • Lean initiatives foster greater transparency and shared vision, making healthcare settings more amenable to successful, sustainable improvement.