Strategic Health Leadership and Management: Article Critique

This article critique examines the concept of clinical process redesign and its impact on health leadership and management. The paper discusses the key arguments and findings of a research study on implementing and sustaining transformational change in healthcare. It also highlights the importance of effective clinical process redesign for hospitals and provides insights into the principles and factors for successful implementation. The critique concludes that clinical process redesign can improve the efficiency of healthcare systems and benefit patients and employees.

Strategic health leadership and management

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Table of Contents
Article critique.......................................................................................................................................2
References.............................................................................................................................................7

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Article critique
This report will describe the fundamental concept of clinical process redesign and a
research paper will be discussed in order to improve the effectiveness of the study. The
title of this paper is “implementing and sustaining transformational change in health
care: lessons learnt about clinical process redesign.” This paper designed and
implemented clinical process redesigns in order to evaluate the clinical process in
wellbeing maintenance. The major objective of this article is to evaluate and implement
clinical process redesign for hospitals. This report will critically review the journal
article and identify the key arguments produced by the researcher.
This journal paper was written by Katherine M McGrath, Denise M Bennett, David I Ben-
Tovim, Steven C Boyages, Nigel J Lyons and Tony J O’Connell in the year 2017. According
to the researcher, the clinical process redesign has the potential to improve the delivery
process of health care service in the medical centre (McGrath, et al. 2008, p. 32). This
research paper has defined the pressure in community fitness care and also discussed
the importance of clinical procedure reshape in health care systems. Moreover, the
authors also outlined the main standards for effective utilization of scientific process
reform in both sustaining and implementing development. This research study also
discussed the various fundamental principles of clinical process redesign for
implementing the clinical process in an effective manner (Leggat, et al. 2015, pp. 161-
168).
It is observed that the processes and steps recycled in scientific process reshape are not
original and advance they are already used by many business industries but the health
care system has currently adopted this process. The researchers also identified the key
factors associated with the clinical process redesign. There are various key elements for
success which are highlighted by the authors which involves leadership by senior
executive, team based problem solving, admission to statistics, robust presentation
organization, and a technique for controlling development. In this research paper, the
common principles for the successful development and implementation processes are
described and identified the importance of leadership in clinical process redesign
(Ozkaynak, et al. 2016, pp. 135-161).

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The researcher provided an argument on clinical process redesign that is senior
management require a process for service delivery and they support management for
developing an effective clinical process redesign. All other arguments are clearly stated
by the authors and supported with the examples and evidence in order to analyse the
concept of clinical process redesign (Yang, and Su, 2014, pp. 1-5).
According to this paper, the FMC is one of the best examples that involved executive
team for implementing and change clinical process redesign. The FMC analysed that it is
very beneficial to have a senior management team which can help for detecting journey
of the patient. The researcher also discussed the implication of clinical process on
health leadership and management. It is identified that this paper provided in-depth
analysis about clinical process redesign which can help health leadership and
management for proving health care services and managing journey of patients (García,
et al. 2015, pp. 132-145). However, by using evidence and facts provided by the author's
health management can design and implement an effective redesign process for
resolving problems and issues faced by patients. The authors justified that scientific
process reform is not around modifying and developing medical repetition but it
changes the complete system and provides an effective system of care delivery
(Fernandez-Llatas, et al. 2015, pp. 79-88).
It is observed that clinical leadership play a significant role in the implementing and
sustaining process and trust in the system is gained when employees see their solution
being implemented effectively. In order to improve the safety of the system the clinical
process must identify the patient journey more effectively. The management team
should involve clinicians in the problems in order to meet the requirements of patients
(Xie, et al. 2015, pp. 115-123).
The authors also identified that redesign clinical process can be controlled and manager
by a work team involving consumers who actually do the work. After analysing this
paper it is evaluated that the work tram must be provided with the time and necessary
sources in order to obtain the data or information and monitor the impacts of solutions.
Another central argument provided by authors is the implementation of the techniques
is one of the crucial parts of the clinical process (Warman, et al. 2016, pp. 1-7).

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For reducing such kind of problem there are various studies have been done which can
be used by managers for taking some ideas about the implementation process. It is
identified that the core part of the scientific process reform is the enduring trip for
teams of consumers with related facility distribution requires. With the help of clinical
process redesign, the health care systems and hospitals can easily understand the
patient’s demands and requirements. The standard processes contain healthy in design,
fewer disposed to error and very simple to provide instructions to fresh workers
(Prabhakaran, et al. 2015, pp. 148-154). It is suggested that patient and carers should be
involved in the clinical process redesign in order to define and solve problems.
In this journal study numbers of effective explanations must originate from individuals
with no fitness care skill. For avoiding such kind of problem management team should
design and change clinical process and meet patients and cares requirements and
provide health care services for improving their health. Next argument provided by the
researchers is that clinical process redesign should involve patient journey and care
plan in order to measure the experience of patients.
The solutions and the effective clinical process must be based on the evidence and the
researcher supported this research study with numbers of facts and evidence. The
authors suggested that the redesign process can include the opinions of stakeholders
and other consumers on the issues and testing their viewpoints against the present data
or information. With the help of this process, the problem of conflict can be resolved
and it also helps health communities for resolving the issue of multiple opinions.
From this paper, it is evaluated that the evidence based process used by authors can
help managers for building trust with employees and increase the level of confidence. In
order to understand the concept of clinical process redesign, the investigators also
supported their study with other author’s studies. From previous studies, it has been
observed that both NSW health and FMC designed and implemented a central team in
order to control their redesign process and it also helps them for managing patient
journey (Mulla, et al. 2014, pp. 126-141).
In both these cases, effective program management and level of consumer project were
essential and use of external facilitators support NSW for improving clinical redesign

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process. This is an evidence based argument provided by the researcher in this journal
paper and analysed both internal and external management with some examples.
According to the researcher’s viewpoint, if there are recognized issues with admission,
security, leftover or patient consequences, it is period to act and implement clinical
redesign process. It is very simple to change the mind-set of staff by demonstrating that
problems can be resolved by developing an effective clinical process redesign. In order
to enhance the efficiency of the paper, the researchers also added some evidence and
information about health care and adopted the viewpoints of a health professional. The
main advantage of this paper is that the authors supported key points with evidence
and example and analysed the importance of an effective clinical process. Moreover, the
authors also provided enough information about the internal and external management
factors.
As per the researcher’s argument, it is very important to design and begin the clinical
redesign process with an issue which is crucial to be fixed, for example, ambulance
diversion and access block. Moreover, the substantial development can be gained with a
well implemented project and some steps of the clinical process are very simple that
can be easily developed like standardizing layout. From this research study, it has been
found that the clinical process redesign methods explained by the researchers can be
applied to local hospitals and health care systems.
After analysing the entire journal paper it is observed that the researcher did not
provide any information about the challenged faced by management during the
development of clinical process redesign. This information was lacked from this article
and I expected some evidence from primary resources but the researcher provided only
secondary information about the clinical process redesign (Partington, et al. 2015, p.
19).
All arguments and evidence clearly stated by the researchers and supported with the
real world examples. Moreover, arguments are also added in the conclusion for
improving the effectiveness of the paper. From this paper, it is observed that the
evidence and arguments explained by the researchers are positively implying for health
leadership and management. Therefore using information and principles suggested by

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the researcher’s health management team can apply clinical process in the local
hospitals for solving patient’s problems in an effective manner.
It has been concluded that clinical process redesign has the potential for increasing the
efficiency of the systems which underpin health care facility distribution. This
investigation article provided a detailed examination of the clinical process redesign
and supported their arguments with evidence and examples. From this paper, it has
been identified the clinical process redesign has delivered advantages to patients and
employees by increase admission, consumer flow and protection.

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References
Fernandez-Llatas, Carlos, Bernardo Valdivieso, Vicente Traver, and Jose Miguel Benedi.
"Using process mining for automatic support of clinical pathways design." In Data
mining in clinical medicine, pp. 79-88. Humana Press, New York, NY, 2015.
García, Rosana Medina, Erik Torres Serrano, J. Damian Segrelles Quilis, Ignacio Blanquer
Espert, Luis Martí Bonmatí, and Daniel Almenar Cubells. 2015."A systematic approach
for using DICOM structured reports in clinical processes: focus on breast
cancer." Journal of digital imaging 28, no. 2: 132-145.
Leggat, Sandra G., Timothy Bartram, Pauline Stanton, Greg J. Bamber, and Amrik S.
Sohal. 2015, "Have process redesign methods, such as Lean, been successful in changing
care delivery in hospitals? A systematic review." Public Money & Management 35, no. 2:
161-168.
McGrath, Katherine M., Denise M. Bennett, David I. Ben-Tovim, Steven C. Boyages, Nigel
J. Lyons, and Tony J. O'Connell. 2008. "Implementing and sustaining transformational
change in health care: lessons learnt about clinical process redesign." Medical Journal of
Australia 188, no. 6: S32.
Mulla, Abeda, Alistair Hewison, and Jonathan Shapiro. 2014."The importance of clinical
leadership in service redesign: experience in three english national health service
hospitals." International Journal of Leadership in Public Services 10, no. 3: 126-141.
Ozkaynak, Mustafa, Kim M. Unertl, Sharon A. Johnson, Juliana J. Brixey, and Saira N.
Haque. 2016."Clinical workflow analysis, process redesign, and quality improvement."
In Clinical informatics study guide, 23, no. 4: 135-161.
Partington, Andrew, Moe Wynn, Suriadi Suriadi, Chun Ouyang, and Jonathan Karnon.
2015."Process mining for clinical processes: a comparative analysis of four Australian
hospitals." ACM Transactions on Management Information Systems (TMIS) 5, no. 4: 19.
Prabhakaran, Shyam, Rebeca Khorzad, Alexandra Brown, Anna P. Nannicelli, Rahul
Khare, and Jane L. Holl. 2015."Academic-community hospital comparison of

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vulnerabilities in the door-to-needle process for acute ischemic stroke." Circulation:
Cardiovascular Quality and Outcomes 8, no. 6_suppl_3: S148-S154.
Warman, Geri-Anne, Faye Williams, Ashlea Herrero, Pariya Fazeli, and Connie White-
Williams. 2016. "The design and redesign of a clinical ladder program: thinking big and
overcoming challenges." Journal for nurses in professional development32, no. 6: E1-E7.
Xie, Anping, Pascale Carayon, Randi Cartmill, Yaqiong Li, Elizabeth D. Cox, Julie A.
Plotkin, and Michelle M. Kelly. 2015."Multi-stakeholder collaboration in the redesign of
family-centred rounds process." Applied ergonomics 46: 115-123.
Yang, Wei, and Qiang Su. "Process mining for clinical pathway: Literature review and
future directions. 2014." In 2014 11th International Conference on Service Systems and
Service Management (ICSSSM), 12, no. 2: 1-5.