Giving up control to build a learning culture in a healthcare system

Document Type

Article

Publication Title

Rod Githens, Ph.D. Blog

Publication Date

1-1-2020

Abstract

Few other industries have the potential to impact life and death as much as the healthcare sector. Healthcare organizations that don’t provide sufficient attention to learning, improvement, and growth put their patients’ safety and well-being at risk.

A team I led facilitated an 18-month process to enhance learning within a 40-location healthcare system with over 12,000 employees that faced unprecedented changes due to internal and external pressures. The CEO wanted to make learning “everyone’s business,” as opposed to trainer-centric. The goal was to have “perfect alignment” between overall systemwide strategy and the learning occurring in the system. To help achieve this goal, the Chief Learning Officer (CLO), who reported directly to the CEO, hired us to facilitate engagement across their system. He tasked us with helping build a results-oriented mechanism to achieve alignment between strategy and learning.

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