Taking action in 2024
People often use chaos and complexity interchangeably, but chaos is just one of many dynamic factors that contribute to the complexity of our healthcare system—and the wicked problems it presents.
As we pivot toward innovation, growth, and resilience in the post-pandemic era, executives must transcend linear and insular problem solving to an approach that recognizes the interdependent systems, conflicting values, unpredictable outcomes, and indefinite time scale of our healthcare industry. We must acknowledge that the administrative burden of quality improvement programs has reduced time spent with patients and that evidence-based coverage policies may dilute provider autonomy and reduce access to timely and effective care.
“Wicked problem solving is by temperament and time horizon, a multilayered, multitasked, organizational challenge, and requires fundamentally different mindsets for design and performance systems,” wrote Charles McMillan and Jeffrey Overall in the Journal of Business Strategy. “Indeed, wicked problems are a fact of life in a global world… where management faces a deep paradox—an environment of unprecedented interdependence yet unpredictable forces of chaos and volatility.”
The fundamental truth of wicked problems is that they will never be fully solved, but we have an unprecedented opportunity to break through longstanding boundaries in our healthcare system to improve health and well-being for all.
Let's navigate these opportunities and challenges together to build better tomorrows for all. Fill out the form on the next page to connect with a Slalom expert.
Conclusion by Jacque Myers
