A novel and modified democratic management model for hospitals and healthcare systems/networks.

What is it about?

This novel, modified democratic management model adds an occasional and temporary authoritative leadership style in cases of unexpected and immediate crises, when fast decision-making is required. To avoid authoritative components becoming permanent, the model proposes internal and external checks and balances, such as mandatory employee debriefing and mandatory board reporting after each authoritative decision.

Featured Image

Photo by Hannah Busing on Unsplash

Photo by Hannah Busing on Unsplash

Why is it important?

American hospitals and healthcare systems are in a crisis. Their business models are opaque and too costly. Issues start at the top: the average tenure of a hospital CEO is less than 5 years and annual turnover rates are almost 20%. The proposed modified democratic management model will shake up the current rigid, uninspiring, and inefficient system, specifically if a transformational leader is at the helmet who understands the vital synergy between Red and Blue Ocean Strategies in healthcare. The previously described democratic management model in healthcare warrants modification when unexpected and immediate crises require fast decision-making. Under such infrequent circumstances, an authoritative management style is justified as long as internal and external checks and balances are in place to subsequently investigate and approve or disapprove each authoritative decision. These checks and balances include, but are not limited to, mandatory board reporting and mandatory employee debriefing.

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