Harvard University, Boston, MA, USA.
Stanford University School of Medicine, CA, USA.
Med Care Res Rev. 2021 Oct;78(5):521-536. doi: 10.1177/1077558720925993. Epub 2020 Jun 17.
Though increasingly useful for developing complex healthcare innovations, interdisciplinary teams are prone to resistance and other organizational challenges. However, how teams are affected by and manage external constraints over the lifecycle of their innovation project is not well understood. We used a multimethod qualitative approach consisting of over 3 years of participant observation data to analyze how four interdisciplinary teams across different health systems experienced and managed constraints as they pursued process innovations. Specifically, we derived the constraint management process, which demonstrates how teams address constraints at different stages of innovation by applying various tactics. Our findings point to several practical implications concerning innovation processes in healthcare: (a) how conditions in the organizational context, or constraints, can impede team progress at different stages of innovation; and (2) the collective efforts, or tactics, teams use to manage or work around these constraints to further progress on their innovations.
尽管跨学科团队在开发复杂的医疗保健创新方面越来越有用，但它们容易受到抵制和其他组织挑战的影响。然而，团队如何在创新项目的生命周期中受到外部限制的影响以及如何管理这些限制，目前还不是很清楚。我们采用了一种多方法定性方法，包括超过 3 年的参与式观察数据，来分析四个不同医疗系统的跨学科团队在追求流程创新时如何经历和管理限制。具体来说，我们得出了约束管理过程，该过程展示了团队如何通过应用各种策略来解决创新不同阶段的约束。我们的研究结果指出了医疗保健创新过程中的几个实际意义：(a) 组织环境中的条件（或约束）如何在创新的不同阶段阻碍团队的进展；以及 (2) 团队为管理或解决这些约束以进一步推进创新而使用的集体努力（或策略）。
