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Innovation Framework (Keyla Fincher: Sr. Workforce Development Coordinator…
Innovation Framework
:check:
Innovative Process
Innovative behavior promoted
Policy rewarding innovative ideas
Organizational support encourages innovation
Creative atmosphere
Good ideas are heard and not internalized
Heterogeneity
Constructive team work
Networking within teams and departments
Innovative ideas slowly emerge
Direct Leadership involvement
Trust in the organization is developed
Systematic tools to measure innovative process'
Research & EBP
The goal is VALUE
Awareness
Useful resources vs. resources that are no longer useful or outdated
Which do we get rid of and which policies stay?
Organization must accept risks and the consequences
No risk translates to no new innovations
Chesbrough's: Open Innovation
Useful knowledge is distributed
Seeking out innovators from both inside and outside of the organization
New metrics for assessing innovation
Schumpeter's Theory
Creative Destruction
:thinking_face:
Peter Drucker's Theory
Causes change
Effects the organization as well as the people working within it
Specific needs = specific end results
Organization's strengths
Choosing the best innovative practice that fits the organizations needs
Nationwide Childrens Innovative Process
Organizational development
Strategic communicaton
Workforce development (training)
System Enhancement
"Change" Management Oversight
Increase Effectiveness through competencies and skills assessment
Employee's feedback through surveys
Hierarchical Model
:ledger:
Leadership Characteristics
Passion
Believes in the mission for the organization
Willingness to work toward your vision
Inspires other's
Vision
Clearly communicates vision for the organization
vision has clear direction but not too defined so that creativity and innovation isn't stifled
Partnerships
Knowing when to seek out mentors
knowing your competition well enough without revealing one's own organizations innovations
Sharing the responsibility with another skilled leader who has the expertise the other lacks
Knowing your own strength's and weaknesses
Nationwide Children's specifically lists Partnerships as one of their strategic plans to make their vision possible
Keyla Fincher: Sr. Workforce Development Coordinator
Kimberly Cromwell: Director of Organizational Development
Heather Miller: Director of Business Process Improvement
Brooke Camacho: Leadership Development Coordinator
Amber Luna: Sr. Consultant
Board Leaders
Steve Allen: CEO
Linda Stoverock: Chief nursing officer
Richard J. Brilli: Chief Medical Officer
Richard J. Miller: Chief Operating Officer
:children_crossing:
Cincinnati Children's Organizational Model
Cincinnati Children' Research Fund
Organization's strength is the ability to continue research through grant funding
Through research Cincinatti Children's makes new discoveries and develops innovative programs that are supported by the evidence
Largest pediatric research facility in the nation
Recognizes faculty achievement in research, clinical care, education, entrepreneurship, mentoring, advocacy and service.
Leader in medical innovation since opening in 1931
Research-based education & training
Office of research compliance & regulatory affairs
The ORCRA education manager will meet with departments on an as-needed basis to provide / facilitate team or issue specific training.
Office of Academic affairs & career development
Supportive team to facilitate the growth and education of the organization's staff
Design grant proposals, manage data, comply with regulations, protect intellectual property and assist with commercialization.
Vision & Mission
Cincinnati Children’s Hospital Medical Center will be the leader in improving child health.
Medical & quality of life outcomes/ Patient & family experience/Value
Supportive environment that allows the staff to work toward innovative solutions that result in better patient outcomes
Vision and mission of hospital is clearly defined
Family-Centered Care
Disruptive Innovation & Awareness
implemented evidence-based practices to reduce central line and surgical site infections
Greater Cincinatti Patient Safety ICU Collaborative
According to the Joint Commission, the collaborative successfully created a “community of practice” that resulted in increased innovation, sharing of successful strategies, reduced rework and decreased learning curves.
Partnerships
Hospital peers and international health care experts selected Cincinnati Children’s for impact and ability to replicate practices, so that peer hospitals can achieve the same results and adopt their practices
Initiative to involve key community stakeholders; leading to improved childhood & neighborhood health
Michael Fisher CEO
Passionate about improving patient care through education and research---Inspires employees to follow and do the same
CEO has a leadership team that creates initiatives
Encourages innovative behavior
Focusing on leadership development