A3 thinking

, 25

Absent theory

, 103–104

Academic researchers

, 58

Accountable Care Organizations (ACOs)

, 81–82, 99, 115, 135–137

ACO REACH program

, 135–136

Accountable Health Communities Model

, 93–94

Action

, 172–174, 179

Active Implementation Frameworks (AIFs)

, 54–55

Advanced imaging technology

, 68

Advancing Care Together initiative (ACT initiative)

, 52–53

AF4Q networks

, 121

Affiliation networks

, 114–115

Affordable Care Act

, 28

Algorithmic aversion

, 80

Algorithmic Bias

, 78–79

Aligning Forces for Quality Alliances

, 99–100, 103

Aligning Forces for Quality initiative

, 94, 99–100

Aligning Forces for Quality program

, 94

Alliance committees

, 98–99

Alliance formation

, 91

Alliance maturity

, 91

Alliance timelines

, 91

Alternative payment models (APMs)

, 81–82, 134

challenges to adoption

, 140–144

landscape of US health care

, 136–138

physician practice within organizations

, 138–140

research

, 144–146

rising costs of care continue to challenge US health care system

, 134–136

American Academy for the Advancement of Science (AAAS)

, 2

American Academy of Family Physicians Social Needs Screening Tool

, 154

American health care system

, 135

Anchor institutions

, 179

Area Agencies on Aging

, 114–115

Artificial intelligence (AI)

, 68, 75

AI-assistance

, 75–76

AI-based software

, 68

AI-based solutions

, 78–79

broader factors shaping future of AI in care delivery

, 81–82

challenges for health care organizations

, 77–81

in health care

, 75–77

managing new technology within organizations

, 79–81

potential pitfalls of AI in health care organizations

, 78–79

predictive algorithms

, 77–78

uneven playing field

, 77–78

340B program

, 137

Birmingham’s Institutional Review Board

, 113

“Black box” algorithmic suggestions

, 80–81

Black Lives Matter

movement

, 2

protests

, 11

Blacks

, 176

Blue Cross

, 142–143

Boundary spanning

, 97

Bread and butter studies of network governance in health care

, 121–122

Business strategy

, 29

Capability development

, 37–39

Care management

, 145–146

Center for Medicare and Medicaid Innovation

, 135–136

Centers for Disease Control and Prevention (CDCs)

, 54, 60–61, 153–154

Centers for Medicare and Medicaid Hospital Compare

, 26–27

Centers for Medicare and Medicaid Services (CMS)

, 134

Change management, role of

, 36

Chaos theory

, 2

Chief diversity officer (CDO)

, 176–177

Choosing Wisely campaign

, 142

Classification systems

, 116

Clinical Commissioning Groups (CCGs)

, 115–116

Clinical data analytics

, 71

Clinical delivery solution-innovations

, 48

Collaboration

, 114

Collaborative governance concept

, 117

College’s coordinating mechanisms

, 10

Communication

, 11, 37, 39

Community Care Days

, 12–13, 18

Community Care Network

, 93–94, 100, 114–115

Community Care Team

, 10

Community health collaboratives

, 114–115

Community partnerships

, 114–115

Community-based organizations

, 95–96, 101–102

Community-based social service organizations

, 90

Complex causal mechanisms

, 121–122

Complex interventions, CFIR and CFIR-PR for

, 33–34

Comprehensive Joint Replacement initiative (CJR initiative)

, 141

Comprehensive Primary Care Plus program

, 73

Computer vision

, 75–76

Conceptual clarity

, 116

Consolidated Framework for Implementation Research (CFIR)

, 32

CFIR-PR “Implementation Measures”

, 35

CFIR-PR for complex interventions

, 33–34

for complex interventions

, 33–34

Contracts

, 98–99

Cooperation

, 114

Coordinated care networks

, 114–115

Coordinating mechanisms

, 9–10

Coordination

, 114

Core concepts

, 112–113

COVID-19

organizational response to covid-19 crisis

, 8–14

pandemic

, 78–79, 168

protocols

, 10

“Cowboy” culture

, 6

Crisis

, 2, 15–16

impact of crises on pace of innovation

, 16

deleterious effects of adapting to new normal after

, 17

diversity and stability in

, 16

Critical crossroads

, 91

Cross-sector alliances

, 90, 93–94, 102

in health care

, 90, 102–103

Cross-sector health care alliances

, 91

Cross-sector strategic alliances

, 90

challenges to applying strategic alliances studies

, 91–94

critical crossroads

, 102–103

critical domains for conceptualization and theoretical application

, 104

financing

, 101–102

formation

, 94–96

governance and decision-making

, 98–100

maturity

, 96–102

moving forward work on

, 103–105

partner selection

, 95–96

role of policy

, 100–101

work of

, 96–98

Cross-sectoral partnerships

, 114–115, 121–122

Crossroads, critical

, 102–103

Cultural competence training

, 175–176

Cultural competency

, 171

Culturally appropriate patient care

, 175

Culturally competent care

, 176

Culture

, 146

Dana Farber Cancer Institute (DFCI)

, 6

Dataset Shift

, 78–79

Decision-making

, 98–100

structure

, 98–99

use of data to inform

, 37–39

Diabetic patients

, 97–98

Diagnosis-related group system (DRG system)

, 140–141

Digital AI tools

, 79–80

Digital divide

, 71

Digital health

, 68

technologies

, 75

tools

, 68

Digital revolution

, 75

Digital transformation

, 69

Digitally assisted rapid cycle testing (DA-RCT)

, 55

Diverse representation in executive leadership and governance

, 176–177

Diverse stakeholders

, 112

Diversity

, 8

climate

, 175

in crises

, 16

full embrace of

, 13

leadership

, 175

training

, 177–178

value signaling

, 173–174

Diversity, equity, and inclusion (DEI)

, 168

initiatives

, 169

key terms and definitions

, 169

Dyadic alliances

, 105

Economists

, 126

Electronic health record (EHR)

, 27–28, 68, 155–156

adoption

, 68–69

capabilities with organizational improvement priorities, aligning

, 73–75

data

, 77–78

EHR-based datasets

, 75–76

EHR-based organizational redesign

, 75

functionalities

, 71

realizing consistent value from enterprise

, 69–75

variation in EHR use

, 71–73

Electronic screening and referral

, 157–159

Emergency management group (EMG)

, 50

Emergency management system (EMS)

, 50

Emergent-vs-deliberate networks

, 115

Emotional ambivalence

, 8, 12

Epic electronic health record

, 145

Equitable and inclusive workforce diversity

, 177–178

“#123forEquity” Campaign

, 174

Equity-focused, social needs screening implementation

, 155, 159–160

barriers and facilitators

, 160

electronic screening and referral

, 157–159

future research and practice

, 161–162

paper screening and referral

, 156–157

quality improvement evaluation

, 159

setting

, 155–156

Evidence based implementation strategy (EBIS)

, 49

Evidence based innovation (EBI)

, 49

Evidence-based system for innovation support (EBSIS)

, 54

External shocks

, 16

Facilitators and barriers to TPI implementation

, 36–39

Fake news

, 17

Family resource connection (FRC)

, 156–157

Federal incentives

, 69–70

Fee-for-service payment models (FFS payment models)

, 81–82, 135

Fidelity of innovation

, 49

Financial incentives

, 138–139

Financing

, 101–102

cross-sector work

, 101–102

Five-stage process

, 24–25

Formal governance

, 98–99

Funding sources

, 103

Gender parity

, 178–179

Generations deep social inequities

, 96

Getting to Outcome Framework (GTO Framework)

, 54

Global emergency

, 15

Google Scholar

, 171

Governance

, 98, 100

approach

, 113

bread and butter studies of network governance in health care

, 121–122

central concepts

, 114–120

knowledge gaps, challenges to studying them, and potential solutions

, 120–126

mechanisms

, 118–119

network governance

, 116–120

networks and network types

, 114–116

networks as multilevel entities

, 125–126

temporal aspects of networks and network governance

, 124–125

way single organizations manage networks

, 122–123

Group purchasing organizations

, 114–115

Hardware

, 68

Harvard Business Review

, 171

Health care consortia

, 114–115

Health equity

, 155, 168, 170

action

, 174–179

advancing diversity to achieve

, 171–173

intention

, 173–174

learning and effectiveness

, 180–181

method

, 171

outcomes

, 179–180

recommendations

, 181–185

tourism

, 182

Health information exchange networks

, 114–115

Health Leads tool

, 154, 156

Health maintenance organizations

, 143–144

Health Opportunities Pilot

, 101

Health policymakers

, 15

Health service delivery innovations

example of improve-mentation in practice

, 49–52

gaps in knowledge and practice and research agenda

, 55–56

improve-mentation methodologies

, 52–55

knowledge gaps and recent resolutions developed by researchers

, 56–62

Health system digitization

AI challenges for health care organizations

, 77–81

aligning EHR capabilities with organizational improvement priorities

, 73–75

artificial intelligence and machine learning in health care

, 75–77

broader factors shaping future of AI in care delivery

, 81–82

machine learning, artificial intelligence, and next digital revolution

, 75

realizing consistent value from enterprise EHRS

, 69–75

variation in EHR use

, 71–73

Health systems

, 114

Health care

, 77–78

artificial intelligence and machine learning in

, 75–77

bread and butter studies of network governance in

, 121–122

challenges to applying strategic alliances studies to cross-sector alliances in

, 91–94

delivery organizations

, 76, 78–79

equity

, 151–152, 155

health care-focused organizations

, 99

HRO in

, 30–31

industry

, 92

leadership

, 18

lean in

, 25–28

lean six sigma in

, 29–30

management

, 114

networks

, 124–126

personnel

, 56–58

research on lean and hospital-wide performance

, 26–27

research on lean primary care redesign

, 27–28

sector

, 90

systematic reviews of lean research

, 25–26

systems

, 97–98, 103

Health care organizations

, 9, 24, 39, 68–69, 95–98, 102, 140, 142, 154, 161, 169

AI challenges for

, 77–81

design of risk-contacting programs

, 142–144

lessons for

, 18

potential pitfalls of AI in

, 78–79

High Reliability Health Care Maturity model (HRHCM model)

, 31

High reliability organization (HRO)

, 30

in health care

, 30–31

Higher education

, 9

Hispanics

, 176

HITECH era

, 77

Holding environments

, 5, 10, 14

Horizontal integration of physicians into larger practices

, 137

Hospital

, 97–98

out-reach care management innovation

, 47–48

research on lean and hospital-wide performance

, 26–27

Housing agency

, 97–98

Human resource management literature

, 170

Humble leadership

, 17

Immigrants

, 176

Implementation

, 49, 59, 61

concepts

, 50–51

conceptual frameworks for

, 32–39

measures

, 34

process

, 33–35

science

, 24, 32–33, 48

Implementers

documenting researcher’s role and feedback to

, 61–62

plans

, 60

Improve-mentation

, 56

AIF

, 54–55

approach

, 48, 50–51

GTO Framework

, 54

IIF

, 55

learning evaluation

, 52–53

methodologies

, 52–53, 55

in practice

, 49–52

project

, 56–58

researcher competence and organizational capacity for

, 56–59

researchers

, 60–61

Individuals

, 33

with individuals/teams

, 34–35

Informal governance

, 98–99

Information exchange

, 71

Information systems

, 145

Inner setting

, 33–35

reflective of

, 35–36

Innovation

, 18, 47–49, 59, 61

impact of crises on pace of

, 16

Institute for Diversity

, 171

Institute for Healthcare Improvement (IHI)

, 174

Institute of Medicine (IOM)

, 30

learning system concept

, 52–53

Institutional theory

, 94

Institutions of higher education

, 9, 18

Integrated delivery networks

, 91–92, 114

Integrated delivery systems

, 78

Integrated Improve-Mentation Framework (IIF)

, 55

Integration across intraorganizational boundaries

, 37–39

Intention

, 172–174

Inter-provider variation

, 71–72

Interactive crises

, 14–16

Interactive systems framework (ISF)

, 54

Interagency collaboration

, 114–115

Internal shocks

, 16

Interorganizational networks

, 114–115

Interrupted time series design

, 39–40

Intervention

, 33

Intervention Outcomes

, 34

Joint Commission on Accreditation of Healthcare Organizations

, 6

Kaizen event

, 25

Knowledge gaps

, 116–120

Knowledge seeking

, 179

Lancet

, 15

Leaders

, 23–25

Leadership

, 93–94, 100, 119

managing paradox as leadership task

, 11

Lean

, 24–25

in health care

, 25–28

research on lean and hospital-wide performance

, 26–27

research on lean primary care redesign

, 27–28

systematic reviews of lean research

, 25–26

use of lean experts

, 37–39

Lean enterprise. See Lean management

Lean Enterprise Transformation (LET)

, 32

Lean Enterprise Transformation Evaluation Model (LEM)

, 36–37, 39

Lean management

, 25

components of

, 25

in health care

, 25–28

system

, 24–28

Lean production. See Lean management

Lean six sigma

, 24, 29–30

in health care

, 29–30

Lean thinking. See Lean management

Lean transformation

applications to

, 34–36

high-level principles for

, 24–25

Learning

, 172–173

evaluation

, 52–53

Learning and effectiveness paradigm

, 171–173, 180–181

Logic models

, 61

frameworks

, 51–52

theory of elements contributing to outcomes

, 60–61

Long-term crises

, 14–16

Low Quality Technology

, 78–79

Low-quality AI prediction models

, 78–79

Machine learning (ML)

, 75–76

in health care

, 75–77

machine learning-based software

, 68

Management innovation

, 47–48

Management research

, 79

Management theory

, 3

Managers

, 23–25

Mann Gulch fire disaster

, 3–4

Massachusetts Department of Public Health

, 6

Material resources

, 11

Mathematics

, 2

Mature funding models

, 102

Medicaid

, 94

Medicaid ACO program

, 101

Medicaid Coordinated Care Organizations

, 101

Medical tourism

, 16

Medicare

, 94, 134

ACO program

, 142–143

Medicare’s CPC + pilot program

, 139–140

Medicare Shared Savings Program (MSSP)

, 145

Member engagement

, 93–94

Mental health systems

, 117

Meso level networks

, 119–120

Micro-level networks

, 119–120

Motorola

, 29

Multiinstitutional arrangements

, 114

Multilevel entities, networks as

, 125–126

Multiple baseline design

, 40

Multisector health alliances

, 91–92

Multistakeholder alliances

, 114, 121–122

National Center for Healthcare Leadership

, 171

National data sources

, 26–27

National Implementation Research Network (NIRN)

, 54–55

Native Americans

, 176

NATO 10 functions model

, 50

NATO emergency response system

, 48

Natural language processing

, 75–76

Negative emotions

, 8

Network governance

, 116, 119–120

bread and butter studies of network governance in health care

, 121–122

temporal aspects of network governance

, 124–125

Networks

, 112, 114

concepts

, 112

as multilevel entities

, 125–126

and network types

, 114–116

temporal aspects of

, 124–125

New normal after crisis, deleterious effects of adapting to

, 17

No Surprises Act

, 137–138

Nonlinear coordinating mechanisms

, 10

Normal Accidents

, 3

“One-size-fits-all” approach

, 70

Open innovation

, 80–81

Open systems theory

, 3

Oppressive systems

, 173

Oregon’s approach

, 101

Organization culture

, 37–39

Organization Transformation Model

, 32

Organization weather crisis, factors from literature that helped

, 9–11

Organization’s EHR system (Epic®)

, 28

Organizational “ambidexterity”

, 7–8

Organizational capacity for improve-mentation

, 56–59

Organizational change

, 7–8

Organizational climate

, 175

Organizational leadership

, 5

Organizational learning

, 4, 180

Organizational lens

, 168

Organizational process redesigns

, 32

Organizational reflection

, 4

Organizational resilience

impact of crises on pace of innovation

, 16

deleterious effects of adapting to new normal after crisis

, 17

diversity

, 8

diversity and stability in crises

, 16

emerging ideas in literature

, 7–8

emotional ambivalence

, 8

empirical literature on

, 5–7

external and internal shocks

, 16

gaps in literature and directions for future research

, 14–17

illustration

, 8–14

lessons for health care organizations

, 18

long-term and short-term, successive, and interactive crises

, 14–16

managing paradox

, 7–8

methodological advances needed

, 17

theoretical literature on

, 3–5

Organizational response to covid-19 crisis

, 8–14

additional factors in literature that warrant more research

, 11–13

factors from literature that helped organization weather crisis

, 9–11

limits to success

, 13

setting

, 9

strategic offense and future

, 14

Organizational strategy, alignment of

, 37–39

Organizational Transformation Model (OTM)

, 36–37

five domains

, 36–37

Organizations

, 97–98

managing new technology within

, 79–81

Outcomes

, 172–173, 179–180

Outer setting

, 33

Paper screening and referral

, 156–157

Paradox

as leadership task

, 11

managing

, 7–8

Patient Activation Measure (PAM)

, 152–153

Patient cultural competence

, 175

Patient engagement (PE)

, 151–153

equity-focused, social needs screening implementation

, 155–160

health care equity

, 155

social determinants of health

, 153–154

Patient transfer networks

, 114–115

Patient-generated health data (PGHD)

, 75

Patriarchy

, 173

Per member per month payment (PMPM payment)

, 139–140

Permanent social dispossession

, 15–16

Phased intervention

, 39–40

Physician acquisition by nonprovider firms

, 137–138

Physician organizations

, 137–138

Physician practice within organizations

, 138–140

Physician–medical assistant care teams

, 35–36

Plan-do-study-act cycle (PDSA cycle)

, 25, 52–55

“Plug-and play” algorithms

, 79–80

Policy

policy-driven initiatives

, 94

role of

, 100–101

Positive emotions

, 8

Postcrisis process

, 5

Posttraumatic stress disorder (PTSD)

, 17

Power differentials

, 99

Practice culture

, 35–36

Preferred provider organization model (PPO model)

, 143–144

PREPARE

, 154

Primary and community health care services (P&CHc)

, 50

Primary care physicians (PCPs)

, 27

Primary coordinating mechanisms

, 9–10

Private equity firms

, 137–138

Process Redesign (PR)

, 33–34

Professional work

, 35–36

Programme theory

, 51–52, 61

Psychological safety

, 12

Public commitments to diversity and health equity

, 174

Public health agencies

, 90

Public sectors

, 90

Pubmed

, 171

“Purpose-oriented” networks

, 117–119

Quadruple

, 112

Qualitative comparative analysis

, 121–122

Qualitative research methods

, 40–41

Quality Implementation Framework

, 54

Quality improvement (QI)

, 48, 158

evaluation

, 159

Quality Improvement Tool (QIT)

, 54

Quality of care

, 138–139

Quantitative methods

, 121–122

Quantitative research methods

, 40–41

Racism

, 173

Randomized controlled trial (RCT)

, 39

Rapid cycle testing

, 51–52, 55

Rapid process improvement events (RPIEs)

, 37–39

Rational organizations

, 139

Realizing Equity, Access, and Community Health program (REACH program)

, 135–136

Referral

, 93–94, 96

Reimbursement models

, 81–82

Relational lens

, 5

Remote patient monitoring

, 48

Research agenda

, 112–113

gaps in knowledge and practice and

, 55–56

knowledge gaps about improve-mentation, research agenda and strategies

, 57

Researcher competence for improve-mentation

, 56–59

Researchers

, 52, 56, 58

compare plan

, 60

create logic model theory of elements contributing to outcomes

, 60–61

describing innovation and implementation

, 59–61

documenting researcher’s role and feedback to implementers

, 61–62

knowledge gaps and recent resolutions developed by

, 56–62

primary user of research

, 59–60

researcher competence and organizational capacity for improve-mentation

, 56–59

Resilience

, 4

Resource dependence

, 123

Resource dependency theory

, 94–95

Risk-contacting programs, design of

, 142–144

Robotic process

, 80

Robotic process automation (RPA)

, 75–76

Rules of engagement

, 73–74

Scale out

, 49

Scale up

, 49

Science

design challenges/state of

, 78–79

and researcher

, 49

Screening

, 93–94, 96

Senior leadership team

, 9–10

Sensemaking

, 3–4, 11

Service delivery solution-innovations

, 48

Sexism

, 173

Short-term crises

, 14–16

Signaling

, 173–174

Single intervention

, 39–40

Single organizations manage networks

, 122–123

Six sigma

, 24, 29–30

Social care consortia

, 114–115

Social determinants of health (SDOH)

, 90, 93–94, 100, 151–154

Social media

, 183

Social needs

, 155

Social risk factors of health

, 90

Social services sectors

, 90

Sociologists

, 126

Software

, 68

Stability in crises

, 16

Staff engagement

, 37–39

Staffing levels

, 37–39

State-reported medical events (SRME)

, 31

Stepped-wedge design

, 40

Storytelling

, 11

Strategic alliances. See also Cross-sector strategic alliances

, 91–92, 114

studies to cross-sector alliances in health care

, 91–94

Strategic choice theory

, 123

Strategic diversity management

, 175

Strategic human resource management

, 175

Strategic offense and future

, 14

Strategic partnerships for solutions

, 179

Structural racism

, 173, 180–181

Study designs for evaluating real world transformations

, 39–41

Successive crises

, 14–16

Sustainability

, 49, 93–94

of cross-sector alliances

, 103

of US health care system

, 134

Swedish Karolinska Institute

, 58

Systems philosophy

, 24–25

Systems thinking

, 51–52

Technological determinism

, 70

Telehealth

, 16

Thematic analysis techniques

, 40–41

Toyota

, 24–25

“Traditional” organizational theories

, 123

Transaction cost economics theory

, 94–95

Transformational performance improvement (TPI)

, 23–24

applications to lean transformation

, 34–36

CFIR and CFIR-PR for Complex Interventions

, 33–34

conceptual frameworks for implementation

, 32–39

facilitators and barriers to TPI implementation

, 36–39

HRO

, 30

implementation

, 32–33

implementation, facilitators and barriers to

, 36–39

knowledge needed to advance field

, 31–41

lean management system

, 24–28

role of change management

, 36

six sigma and lean six sigma

, 29–30

study designs for evaluating real world transformations

, 39–41

Trust

, 119

United Health Group

, 137–138

United Nations

, 15

US Centers for Disease Prevention and Control (CDC)

, 169

US context

, 100

US Department of Housing and Urban Development (HUD)

, 169

US Department of Veterans Affairs hospitals

, 31

US health care system. See also Digital health

landscape

, 136–138

rising costs of care continue to challenge

, 134–136

US organizations

, 168

Value-based payment incentives

, 73

Variation in EHR Use

, 71–73

Vassar College

, 9

VassarTogether

, 9–10, 13

Vertical integration of physician practices within hospitals

, 136–137

Veteran/Patient Engagement

, 37–39

“Weak” AI–algorithms

, 81

Whole system TPI

, 33

Wicked problems

, 112

Work process

, 25

redesign

, 33–34

Work-relative value units (wRVU)

, 27–28

Workforce diversity training

, 177–178

World Health Organization (WHO)

, 15

Yin’s method

, 6

Zoom

, 113