Our educational system has conditioned us to assume that analysis is the primary way to think. We often believe that if we collect the right data and analytics, the resultant insights will lead to the best solution for any given problem. Yet, it is often the case that the problem rarely gets solved beyond a temporary improvement, and we are frustrated and blame poor implementation. However, this analytical approach is just one facet of thinking and solving problems, and it alone is insufficient for understanding most complex issues.
Derek Cabrera, an expert in systems thinking, once said, "The essence of knowledge work is to manage the relationship between analysis and synthesis." In this light, let's explore the key processes of analysis and synthesis and how they can revolutionize your thinking, particularly in a healthcare setting.
Analysis
- Break down a problem into its parts
- Study each part separately
- Reassemble the insights about each part to describe the whole
Synthesis
- Consider the larger whole or system
- Document the behavior of the system
- Disaggregate the system to explain the behavior of its parts in search of leverage to achieve desired outcomes
Analysis reveals the structure of a system and how it works, producing knowledge. Synthesis, on the other hand, yields an understanding of why a system functions as it does. Combining these two approaches significantly improves the probability of making better decisions and executing them more effectively.
Consider this story from my experience leading a healthcare system. We were struggling to improve the performance of our seven emergency rooms. Despite multiple attempts, we saw minimal sustained results. I was getting impatient. In an open dialogue with nursing managers, I discovered that a clinical leader was deliberately delaying the transfer of patients from the emergency department (ED) to her floor in order to protect her nurses' rest time when a bed opened up. We had a high velocity of bed turns in a day, and both the discharge from the bed and accepting a new patient carried an increased workload.
At first glance, this behavior seemed obstructive or even sabotaging. I mean, who would have thought that a nurse manager would go rogue and become a patient-transfer-blocking superhero? But, as I later learned, every superhero has a motivation, and hers was to ensure her nurses could provide quality care. Her view was that rested nurses equaled higher quality. I also realized that she was likely not the only manager doing this based on the data and how difficult it was to get these transfers done timely from all our ED’s.
Upon some inward reflection, I realized that the real problem lay in my thinking. I had been focusing on the ED and breaking it down into its parts (analysis) instead of considering the hospital as a whole (synthesis). The clinical leader genuinely believed she was doing the right thing to maintain quality care. To be honest, I may have done the same if I were in her shoes.
Applying systems thinking, alongside analysis, led to a dramatic and sustained improvement in the performance of the emergency rooms and across the organization. We helped the nurses on the floor understand their critical role within the larger patient care process, which began in the ED. And I must admit, it was a humbling experience to learn from my own mistake in what I later thought of as only partial thinking (or just analysis).
In a study led by the Institute for Healthcare Improvement, non-systemic thinking was found to contribute to fragmented care, resulting in poor patient outcomes and higher costs. By contrast, embracing systems thinking allows healthcare professionals to identify and address the root causes of complex issues.
As leaders in healthcare, it is essential to remember the power of combining analysis and synthesis in our thinking. Embracing systems thinking is not only enlightening but also a game-changer for those with the courage to tackle tough problems. We have many difficult issues at the moment and we need some new ways of seeing.
Why not incorporate systems thinking into your leadership toolbox. This approach will help you gain a holistic understanding of the challenges your organization faces, empowering you to make better, more informed decisions. By doing so, you'll foster a positive, collaborative environment where your team members feel valued and inspired to contribute their best efforts.
The benefits of applying systems thinking to your leadership approach are immense. You'll enhance your problem-solving skills, drive innovation, and ultimately improve patient care and that of our providers. So go ahead, take a step back, look at the bigger picture, and embrace the journey of becoming a more effective and whole thinking leader. As you navigate the intricacies of human thought processes, you'll undoubtedly unlock new potentials and opportunities for growth and sustained performance within your organization.
Where will you start?
Brian Paradis is the CEO and Founder of Csuite Growth Advisors. Previously, he was the President of AdventHealth’s Central Florida Division - a $4 billion enterprise with more than 25,000 employees and 2,000 physicians. Under his leadership, Florida Hospital was ranked #1 hospital in Florida by U.S. News & World Report for three consecutive years, was one of the largest hospitals to become ISO certified, and was a 2014 finalist for the prestigious Malcolm Baldridge National Quality Award. He is a proven creative strategist and operator, and known for his imaginative leadership, collaborative nature, and growth orientation.
