Eljiz Kathy, Greenfield David, Molineux John, Sloan Terry
Australian Institute of Health Service Management, University of Tasmania , Sydney, Australia.
Deakin Business School, Deakin University , Burwood, Australia.
J Health Organ Manag. 2018 Mar 19;32(1):135-143. doi: 10.1108/JHOM-09-2017-0244. Epub 2018 Feb 1.
Purpose Unlocking and transferring skills and capabilities in individuals to the teams they work within, and across, is the key to positive organisational development and improved patient care. Using the "deep smarts" model, the purpose of this paper is to examine these issues. Design/methodology/approach The "deep smarts" model is described, reviewed and proposed as a way of transferring knowledge and capabilities within healthcare organisations. Findings Effective healthcare delivery is achieved through, and continues to require, integrative care involving numerous, dispersed service providers. In the space of overlapping organisational boundaries, there is a need for "deep smarts" people who act as "boundary spanners". These are critical integrative, networking roles employing clinical, organisational and people skills across multiple settings. Research limitations/implications Studies evaluating the barriers and enablers to the application of the deep smarts model and 13 knowledge development strategies proposed are required. Such future research will empirically and contemporary ground our understanding of organisational development in modern complex healthcare settings. Practical implications An organisation with "deep smarts" people - in managerial, auxiliary and clinical positions - has a greater capacity for integration and achieving improved patient-centred care. Originality/value In total, 13 developmental strategies, to transfer individual capabilities into organisational capability, are proposed. These strategies are applicable to different contexts and challenges faced by individuals and teams in complex healthcare organisations.
目的 将个人的技能和能力解锁并传递给他们所在及跨部门的团队，是实现积极的组织发展和改善患者护理的关键。本文旨在运用“深度智慧”模型来探讨这些问题。
设计/方法/途径 对“深度智慧”模型进行了描述、审视，并将其作为一种在医疗保健组织内部传递知识和能力的方式提出。
研究结果 有效的医疗服务提供是通过并持续需要涉及众多分散服务提供者的综合护理来实现的。在重叠的组织边界范围内，需要“深度智慧”型人才充当“边界跨越者”。这些是关键的综合、网络型角色，需要在多种环境中运用临床、组织和人际技能。
研究局限/启示 需要开展评估深度智慧模型应用的障碍和促进因素以及所提出的13项知识发展策略的研究。此类未来研究将基于实证并结合当下实际，加深我们对现代复杂医疗环境中组织发展的理解。
实际意义 一个拥有处于管理、辅助和临床岗位的“深度智慧”型人才的组织，在整合及实现以患者为中心的改善护理方面具有更强的能力。
原创性/价值 总共提出了13项发展策略，以将个人能力转化为组织能力。这些策略适用于复杂医疗保健组织中个人和团队面临的不同背景和挑战。
