Deborah Chasco, DNP, CCRN-E, CNS, serves as the Director of Nursing Informatics at University Medical Center of El Paso.
On May 10th, Deborah Chasco will present at Becker's Health IT + Clinical Leadership 2018. As part of an ongoing series, Becker's is talking to healthcare leaders who plan to speak at the conference, which will take place May 10-11th 2018 in Chicago.
To learn more about the conference and Deb's session, click here.
Question: Who or what are the disruptors that have your attention? Why?
Deborah Chasco: In today's world of technological advances in healthcare, leaders must have a clear line of sight to revenue growth. Cost reduction goals and efficient and innovative solutions that bring results and outcomes for improved patient care and safety effectively lead healthcare organizations. C-suite leaders must actively look toward the future utilizing predictive analytics that will bring measureable results to the bedside. Disruptive leaders are leaders who challenge traditional approaches, are open to new and innovative solutions, think differently than the "status-quo" and act upon changing processes through inquiry, process transformation and up-front bold and decisive leadership. They do this by leveraging their interactions with people. Disruptive leaders listen and adapt to different teams and transform others with their commitment to action and moving organizations forward. They guide others into the future in a decisive and innovative style by setting expectations. Productive disruptive leaders will move organizations into the future by moving though roadblocks and pushing boundaries while finding creative solutions that inspire teams to act. A productive disruptive leader is a must-have on any team.
Q: How do you define patient engagement?
DC: Patient engagement has many definitions and meanings to leaders in IT and nursing informatics. Organizations offer patient portals in the patient's preferred language, patient wearables for tracking of vital signs, and devices and tools to promote patient engagement for active participation in their healthcare. The patient experience and his/her active participation in his/her personal health and well-being is one of the top priorities and pillars in strategic goals for many organizations. Yet, organizations still struggle to meet the patient's needs. Patient engagement is individualized management of health and well-being mutually developed as a plan of care to the best of each patient's/family's ability, skill level, knowledge, motivation and capability to actively promote, modify and/or change behavior that will lead to positive measureable outcomes for the patient/family while utilizing tools and technology. How do you see the barrier between competitors and collaborators changing? The driver for many health organizations is sustainability of value and positive outcomes for patient care while focusing on growth. We live in a world of technology that is a short-term environment where leaders have to have results today or the next day while sustaining value through metrics as indicators of success. Competitors and collaborators are held to the same metrics. One of the challenges we all encounter is in communication, active dialogue and trust. It is through sharing and communication that the healthcare industry will actively lead for the future. It is in collaboration with others that leaders will influence systemic change and lead globally to succeed in a fast-paced, dynamically changing healthcare system. Leaders exist to serve the community of partners and competitors. Keeping lines of communication open with competitors and collaborators is essential for innovation, creativity and growth.