Merging, de-merging, and emerging at Deaconess Billings Clinic. (Health Care Organizational Structure).: An article from: Physician Executive

This digital document is an article from Physician Executive, published by American College of Physician Executives on May 1, 2000. The length of the article is 4923 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

From the author: Complexity theory offers a powerful model for effective mergers of health care organizations that differs substantially from customary approaches. Exploring how Deaconess Billings Clinic in Montana evolved from Iwo separate and very different cultures provides insight into how organizations can apply a complex adaptive system (CAS) model of mergers to create more truly integrated health care systems. DBC's merger illustrates the phenomenon of emergence in complex systems, whereby structures arise that are not a synthesis of the pre-existing cultures or the result of a new culture being imposed. Instead, the merger is understood as an on going, self-organizing process appropriately characterized by fits and starts, feelings of uncertainty, and other natural challenges of change and growth. By squ arely surfacing the distinct cultures of the organizations through abundant interaction, relationship building, and information flow, differences can be creatively transformed, resulting in deep-seated change and the emergence of a genuine, shared health care system culture.

Citation Details
Title: Merging, de-merging, and emerging at Deaconess Billings Clinic. (Health Care Organizational Structure).
Author: Ken Baskin
Publication:Physician Executive (Refereed)
Date: May 1, 2000
Publisher: American College of Physician Executives
Volume: 26 Issue: 3 Page: 20(9)

Distributed by Thomson Gale