Hospitals and healthcare organizations are applying concepts of “Lean” to their operations to improve their profitability, patient care, utilization, and other metrics; however, these organizations need BOTH quality AND innovation for new opportunities. A Polarity Map identifies the tension between quality and innovation and demonstrates a balance between the two. The illustration reflects a virtuous cycle, in which the “upsides” of both quality and innovation positively reinforce one another toward growth. There is an alternating cycle between Quality methodologies (TQM, Six Sigma, Lean, etc.) and innovation methodologies (Creative Process, TRIZ, Design Thinking, etc.) http://www.newandimproved.com/newsletter/2130.php.
The objective of Polarity Management Coaching is to identify what’s needed to bring out BOTH the best of quality AND the best of innovation. The upper left quadrant of the map reflects the positive results and values experienced when focusing on the preferred pole of quality (efficiencies, incremental improvement, less waste, etc.). The lower left quadrant reflects negative results experienced when there is an over focus on the preferred pole to the neglect of the other, interdependent pole of innovation (fear of stagnation, competitive threat, constriction, no long-term focus).
The upper right quadrant of the map reflects the positive results and values experienced when focusing on the interdependent pole of Innovation including new offerings, breakthroughs, freedom, and potential for big returns. The right lower quadrant reflects the negative results and fears experienced when there is an over focus on the interdependent pole to the neglect of the preferred pole (chaos, waste, imperfect new systems). The goal is to experience a well-balanced flow and to gain positive results from the upsides of both poles.
Innovation/the Creative Process is the ability to see familiar things in a new light. The first step to being more creative is training oneself to look for opportunities to improve the systems and processes. Problems are reframed as questions: "How to...", “How might...”, “In what ways might...”, and “What might be all the...". In order to generate good ideas, it is important to generate LOTS of ideas. Ideas are evaluated first with praise (pluses, opportunities, issues and new thinking). It is significant that the behavior of the leader is the single most important factor in determining whether the people who work for him/her will be creative. http://www.newandimproved.com/newsletter/2130.php
Profitable businesses need BOTH quality AND innovation to be successful in the long run. Quality is working within the system to help it run more smoothly, make it more cost effective and more efficient. Innovation challenges the way things are done and breaks the pattern of traditionally accepted behavior or beliefs.
Questions which lend themselves to creative solutions: “How might clinicians have more face time with patients?”, “How might clinicians have more interdisciplinary collaboration?”, “How might clinicians improve work-life balance, in order to extend the time they able to work in their careers?”, “How might clinicians be represented in the boardroom?”, “How might we build a culture of health?”, “How might healthcare settings be free of violence?", " How might we solve problems of oppression and social injustice?”, “How can we best educate our patients and staff?”, etc. BOTH quality AND innovation are needed to optimize the health of healthcare.