Élizabeth Côté-Boileau1, Mylaine Breton2, Jean-Louis Denis3. 1. Health Sciences Research, Faculty of Medicine and Health Sciences, University of Sherbrooke, Fonds de recherche du Québec, Santé, Canada. Electronic address: elizabeth.cote-boileau@usherbrooke.ca. 2. Department of Community Health Sciences, Faculty of Medicine and Health Sciences, Charles-Le Moyne Hospital Research Center, University of Sherbrooke, Canada. Electronic address: mylaine.breton@USherbrooke.ca. 3. Department of Management, Evaluation and Health Policy, School of Public Health, University of Montreal Hospital Research Center, University of Montreal, Canada. Electronic address: jean-louis.denis@umontreal.ca.
Abstract
BACKGROUND: As part of reforms in 2015, the Ministry of Health and Social Services in Quebec, Canada mandated the national implementation of control rooms, making health system actors accountable for implementing value-based performance management. OBJECTIVE: To explore how do organizational actors appropriate control rooms as managerial tools to influence value-based performance in health systems. DESIGN: Multi-site organizational ethnographic case studies (N = 2) and narrative process analysis of triangulated qualitative data collected through non-participatory observations (179.5 h), individual semi-structured interviews (N = 34), and document review (N = 143). RESULTS: The process of appropriating control rooms plays a crucial role in achieving value-based performance management. Appropriating unfolds along three paths (cognitive, structural, technical) over three phases (implementing, testing, adapting). Implementing control rooms both produces and emerges from improvement capacities within healthcare organizations. Testing tools reveals that incompatibilities between tools, structures and values give rise to value-driven distributed clinical leadership. Adapting tools relies on the adaptability of organizations towards the value system driving the tools, rather than on the adaptability of tools to organizational design. CONCLUSION: There is no "one-size-fits-all" framework to design and support the successful appropriation of control rooms towards achieving value-based performance. However, we believe that consideration for the three distinct phases of appropriation and leveraging the right mechanism to support each phase is a first important step in reviving value in healthcare governance.
BACKGROUND: As part of reforms in 2015, the Ministry of Health and Social Services in Quebec, Canada mandated the national implementation of control rooms, making health system actors accountable for implementing value-based performance management. OBJECTIVE: To explore how do organizational actors appropriate control rooms as managerial tools to influence value-based performance in health systems. DESIGN: Multi-site organizational ethnographic case studies (N = 2) and narrative process analysis of triangulated qualitative data collected through non-participatory observations (179.5 h), individual semi-structured interviews (N = 34), and document review (N = 143). RESULTS: The process of appropriating control rooms plays a crucial role in achieving value-based performance management. Appropriating unfolds along three paths (cognitive, structural, technical) over three phases (implementing, testing, adapting). Implementing control rooms both produces and emerges from improvement capacities within healthcare organizations. Testing tools reveals that incompatibilities between tools, structures and values give rise to value-driven distributed clinical leadership. Adapting tools relies on the adaptability of organizations towards the value system driving the tools, rather than on the adaptability of tools to organizational design. CONCLUSION: There is no "one-size-fits-all" framework to design and support the successful appropriation of control rooms towards achieving value-based performance. However, we believe that consideration for the three distinct phases of appropriation and leveraging the right mechanism to support each phase is a first important step in reviving value in healthcare governance.
Keywords:
Appropriation process; Control rooms; Health system reforms; Organizational ethnographic case study; Performance management tools; Value-based care governance