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WIB Accountable Care Organizations (ACO)
1. Accountable Care
Organizations (ACO)
“Ideas, Challenges, and Issues for Systems Thinking
Leaders”
Douglas E. Anderson
ander2de@cmich.edu
“Pioneers get the arrows, the settlers get the land …”
Are you a pioneer or a settler?
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3. What’ The Big Idea – A Systems Thinking Approach With Emphasis on Managing
Interdependency (Coordination of Care for Better Outcome)?
Aspirational future-based leaders tune into personal & group intentions, culture & learning; aligns signposts to a
shared desired future
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10. The traditional stovepipes and silos of typical healthcare organizations and systems will give way to he emergence (a systems
thinking principle) will give way to new collaborative and patient-centered partnerships
Systems Thinking Leaders thrive in complex and ambiguous environments by being able to anticipate,
adapt, adjust course by preparing self & practicing as a team
11. Systems Thinkers Create conditions for success by having a sense of purpose for each person, building
team capacity & capability, & celebrating success often
Systems Thinkers creates interagency learning networks that empower, encourage, inspire & provoke
people in a social interactive rewarding, valuable, productive activity
12. Incentives: frozen carrots and petrified sticks will still be there but the rewards will be based on outcomes not production
Systems Thinking Leaders create conditions for success by having a sense of purpose for each person,
building team capacity & capability, & celebrating success often
13. Systems thinkers worry about how to accelerate and sustain strategy by infusing it into common practice and
embedding it in the culture … transparency, sharing, and change management is required
14. Systems Thinkers are active listeners tuning in to what is being said, who is saying it, how others are reacting
to analyze, integrate & improve understanding
15. Some are doing great, others are learning, some are blaming each and the system
Systems Thinking leaders are resilient; they are able to bounce back in the face of adversity, anticipates
and adjusts course to intelligently respond to adversity & stress
16. Systems thinkers are network leaders; connect people & information, anticipates needs, seeks resources;
nurtures a culture of shared values & purposeful action … and learn from others
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18. ACOs will have to adapt to the chaos and complexities of increased stocks (systems thinking terms)
Systems Thinkers develop present moment awareness - keep full sense of the big picture and purpose.
Practice teamwork to detect pivotal moments to shift momentum
19. Agile thinker anticipates changes, drives to “get better at getting better” by seeking feedback, refining all mental
models by practice
20. Systems thinkers create conditions for success by having a sense of purpose for each person, building
team capacity & capability, & celebrating success often
21. Systems thinkers generate trustworthiness through personal integrity, humor & empathy develop large
human networks able to operate on trust
22. Systems Thinking leaders collaborate to enlist, create and expand
leadership commitment is critical to mobilize the whole system.
They understand to importance of interdependency. Systems
thinking leaders embrace the spirit of systems dynamics, multi-
perspective thought, complexity, and innovation to not only solve
current problems, but to anticipate future challenges such that
when they arise the solutions are there to meet them. Systems
thinking leaders must have the courage to align strategies that
transform cultures and become common practice. They must
create the environment that acknowledges anxiety associated with
change, and encourage calculated risk to move organizations and
communities forward.
