Building Health Services in a Rapidly Changing Landscape: Lessons in Adaptive Leadership and Pivots in a COVID-19 Remote Monitoring Program

Adaptive leadership has become an essential skill for leaders in
health systems to respond to the COVID-19 pandemic as new knowledge
emerges and case counts rise, fall, and rise again. This leadership
approach has been described as an iterative process of taking a
wide view of the situation, interpreting the meaning of incoming
data from multiple directions, and taking real-time action. This
process is also common in start-ups, which attempt to create new
products or services of uncertain value for consumer markets that
may not yet exist. Start-ups manage uncertainty through
“pivots,” which can include changes in the target group, need,
features, or intended benefit of a product or service. Pivots are
large changes that account for the high likelihood of getting
something wrong during development, and they are distinct from the
“tweaks” or small tests of change that define quality
improvement methodology. This case study describes three pivots in
the launch of a remote monitoring program for COVID-19. Adaptive
leadership helped inform strategic decisions, with pivots providing
a framework for internal and external stakeholders to articulate
options for changes to address shifting needs. There is
considerable uncertainty in the appropriate design and
implementation of health services, and although this case example
focuses on the use of adaptive leadership and pivots during a
pandemic, these strategies are relevant for health care leaders at
any time.

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Source: All – Medical Journals
Building Health Services in a Rapidly Changing Landscape:
Lessons in Adaptive Leadership and Pivots in a COVID-19 Remote
Monitoring Program