The ELIAS framework: A prescription for innovation and change

Abstract

Healthcare is a complex adaptive system with multiple stakeholders and dynamic environments. Therefore, healthcare organizations must continuously learn, innovate, adapt, and co-evolve to be successful. This article describes a systematic, comprehensive, and holistic performance management framework that healthcare managers can use to achieve these goals. The framework involves the ongoing assessment, modification, or replacement of current programs or services aimed at adapting successfully to achieve the organization’s strategic objectives. This is engendered by the presence of a culture that is premised on continuous learning and innovation. The foundation of the framework is based on accountability, the organization’s strategy, and its culture. This then acts as the basis for an ongoing process of measurement, disconfirmation, contextualization, implementation, and routinization that enhances learning, innovation, adaptation, and sustainability within the healthcare organization.

Turning evidence into action using a senior friendly hospital framework and a collaborative network

“…Consistent with implementation science research on the use of evidence-informed theory and frameworks in intervention design, 29,[45][46][47] SFH ACTION was guided by the CNM and the SFH Framework. The former serving to reduce redundancy in the training of skill sets (QI, leadership, and SFH Framework) while providing a psychological environment encouraging collective action.…”

“…The latter enabling teams to select and adapt improvements to best fit their hospital's context, reduce reactance to top-down control and maximize opportunity for innovation that may be particularly important in multi-hospital/ unit initiatives. 26,29 In linking these two features SFH ACTION may be unique amongst applications of CNM and multi-hospital interventions in the care of seniors. 46,47 Despite methodological limitations including non-random cohort assignment, reliance on subjective measures, and the absence of control groups, clinical outcome measures, or cost effectiveness data, results suggest that SFH ACTION achieved its objectives and can inform process improvement specialists, health system leaders, hospital administrators, and unit managers who are building more senior friendly hospitals.…”

“…To build on this readiness, an intervention was needed that would reduce unnecessary redundancy in closing a skills and knowledge gap while preserving the contextual diversity of each hospital's needs to minimize reactance to change. [27][28][29] From among the range of theories, models, and strategies [29][30][31][32][33] that have emerged to guide practice improvement in healthcare settings, the Collaborative Network Model (CNM) has been frequently used. 33,34 The model's fundamental features include: convening teams across multiple organizations to implement a specific intervention with common metrics; learning from experts and each other; and receiving support from organizational leaders and coaches.…”

“…To build on this readiness, an intervention was needed that would reduce unnecessary redundancy in closing a skills and knowledge gap while preserving the contextual diversity of each hospital’s needs to minimize reactance to change. 27-29…”

Indirect costs of non‐healing diabetic foot wounds in an African origin population in Barbados

“…Frameworks such as the Enhances Learning, Innovation, Adaptation and Sustainability (ELIAS) framework, which was designed to guide the implementation process in healthcare organizations, can be used to inform the process. 5 Secondly, there is a need to reduce the time spent on the ward. Although the complexity of diabetes care is outside of the scope of this letter, data from this study showed that controls visited diabetes specialist clinic more frequently than cases.…”