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Constant change can be exhausting. To transform their audit technology despite change fatigue, firms can follow these tried-and-true suggestions. A number of impediments can stand in the way of audit [...]

The workplace is constantly evolving, and technology is a predominant aspect of almost every change. For companies to be successful and lead in the market, they must deploy new technology [...]

Alicia McGrath is returning to the Center for Family Support (CFS), this time as CEO. One of roughly 400 applicants for the position, she might have had a slight leg-up [...]

SPRING 2024 In the heart of Alamance County, amid the red brick mills and rolling green hills of North Carolina's central Piedmont region, residents have joined with students and faculty [...]

DOES YOUR EMPLOYER spend a lot of time, resources, and money on designing new procedures, policies, or technologies, only to have them not take root? Is the company facing multiple [...]

Summary * Without accurate insights into those changing needs, we may miss the opportunity to successfully evolve our firms. * Law firms of all sizes must adapt to remain competitive. [...]

A company's values, beliefs, and purpose constitute the culture employees experience every day. Collectively, those components shape the experiences staff have at work, which leads them to form their beliefs [...]

Changing practices to drive greater equity can be extremely intimidating for cities that aren't yet substantively educated or exposed to the relevant concepts, and for those within cities who perceive [...]

The classroom is one of the most dynamic work settings precisely because we are given such a short amount of time to do so much. To perform with excellence and [...]

The legal profession is struggling with diversity. Women make up 37% of practicing attorneys, even though they account for 50.8% of the U.S. population. Men still outnumber women in equity [...]

When lawyers hear the term 'succession planning,' many automatically think of planning for retirement or closing a practice due to death or disability. But succession planning encompasses far more than [...]

397 million. That's the number of responses Google offers in less than one second, when you search for 'improving company culture.' It's obviously a hot topic, but why? The answers [...]

As lawyers and staff begin to trickle back to their long-abandoned offices over the next few months, law firm leaders are faced with a new reality and leadership challenges, including [...]

Over the last two years, law firm leaders have needed to be nimble, resilient and steadfast in a world that changed abruptly. As we continue to emerge into successive iterations [...]

The traditional annual planning and budgeting routines still employed at many companies today were invented more than 100 years ago. At the time, the underlying assumption was that the future [...]

Moving away from rigid, stagnant, and manual ways of working, finance and accounting teams across the globe are realizing agility is the best path forward. Prompted by an ever-changing external [...]

Feeding culture in the neonatal intensive care unit is created by habitual nursing practice patterns, parent availability, and effectiveness of feeding routines. Length of stay in a neonatal intensive care unit (NICU) is affected by infant feeding efficiency. Premature infants acquire oral motor skills and stamina for feeding over time. Failure to understand the complexity of feeding development can result in delayed discharge. In this large regional level 4 NICU, feeding practice had not updated to current evidence-based practice. To modernize feeding practices and improve outcomes, the NICU underwent a culture change project using a unique change model. Unproven in the health care environment, the Four Disciplines of Execution (4DX), a change model developed for business by McChesney and Huling, was selected to facilitate this feeding culture adaptation. The project goal was to reduce cost of care by 5% in 12 months' time. Lead and lag measures, including education completion, breastfeeding rates, cost of supplies, and length of stay, were used to demonstrate change over time. A commercially available feeding education program, Infant Driven Feeding (IDF[TM]), was selected as the tool for both education and implementation between 2018 and 2019. All premature infants admitted to the NICU were enrolled in the IDF[TM] program. Following this project, the NICU reduced cost of feeding supplies by $78,000 and length of stay by about 14 days. A full 100% of staff completed education, and breastfeeding experiences increased by 92%. The 4DX proved a highly effective change model for the ingrained culture surrounding feeding at this NICU. This application of the 4DX highlights the importance of using an effective change model to produce robust culture change. Hospitals seeking to improve, update, or change a deeply entrenched culture may find the 4DX an effective strategy. Key Words: Infant-Driven Feeding (IDF), feeding, change process/method, 4 disciplines of execution, NICU, culture change., Prematurity is a costly problem in the United States (Centers for Disease Control and Prevention [CDC], 2017). In 2018, preterm birth affected about one of every 10 infants born in [...]

Imagine a firm in which kindness is a core value. This firm does indeed exist. Clients appreciate and comment on the kindness that the firm's people showed them, especially during [...]

Pandemic challenges can help firms pursue a path of innovation. The COVID-19 pandemic has been an opportunity for law firms to move forward at a much greater speed than in [...]

INFORMATION TECHNOLOGY 'consumes a significant amount of capital expenditures and gross revenues. Though recent research has shown that managing IT well can significantly increase a firm's profits and deliver substantially [...]

2023 FEB 18 (NewsRx) -- By a News Reporter-Staff News Editor at Obesity, Fitness & Wellness Week -- Current study results on Sustainability Research have been published. According to news [...]

In April 2020, both of my parents died of COVID-19. While it was very sad to lose my 95-year-old father and my 94-year-old mother in the same week, there were [...]

Objective: To validate a brief survey developed to be used in hospitals nationwide to assess organizational readiness to change to increase cultural competency. Data Sources/Study Setting: Analysis of primary data collected as part of a 125-item Organizational Assessment Survey conducted in the ten US hospitals participating in the Robert Wood Johnson Foundation Expecting Success program in 2005-2006. Study Design: The study utilized a cross-sectional survey. Data Collection: Surveys were distributed to participants in the ten hospitals based on job title and role within the organization (including clinicians, clinical administrators, other clinical professionals, and those in relevant nonclinical roles; respondents = 513; response rate = 31%). Missing data were deleted listwise. We computed internal consistency reliability via Cronbach's alpha and interrater agreement using the [r.sub.wg(j)] index, and conducted exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) to examine validity of the survey. We subsequently conducted ANOVAs to examine whether the instrument adequately distinguished between hospitals. Principal Findings: Across 408 complete responses, a scree plot generated by the EFA and a follow-up CFA indicated a 2-factor solution (RMSEA = 0.06; CFI = 0.96; GFI = 0.96; RMSR = 0.08). We identified these primary factors as two scales, a 12-item Readiness to Address Quality scale ([alpha] = 0.85; [r.sub.wg(j)] = 0.93) and an 11-item Readiness to Address Disparities scale ([alpha] = 0.65; [r.sub.wg(j)] = 0.89). ANOVAs suggested that these scales distinguished between hospitals (RTAQ: F[9, 428] = 3.70, P < .001; RTAD: F[9, 435] = 3.02, P = .002). Conclusions: This survey can help identify an organization's readiness to change to increase cultural competency. KEYWORDS cultural competency, disparities, organizational readiness to change, quality improvement, survey development, 1 | INTRODUCTION Reducing disparities in health care remains an ongoing challenge for healthcare organizations (HCOs). (1,2) Two reports from the Institute of Medicine, Crossing the Quality Chasm and Unequal [...]

Mediation is a craft that requires continuous creativity, cultivation, and intentionality on the part of mediators. This article may challenge the way people think about mediation that is mandated by [...]

Of the very few law practices that recognized the COVID-19 pandemic as a real business interruption threat early on, not one could have been fully prepared for the remote revolution [...]

As the global accountancy profession began adapting to the COVID-19 pandemic and its consequences, the International Federation of Accountants convened a series of round-table discussions to understand the implications of [...]

Objective: To understand how health systems are facilitating primary care redesign (PCR), examine the PCR initiatives taking place within systems, and identify barriers to this work. Study Setting: A purposive sample of 24 health systems in 4 states. Study Design: Data were systematically reviewed to identify how system leaders define and implement initiatives to redesign primary care delivery and identify challenges. Researchers applied codes which were based on the theoretical PCR literature and created new codes to capture emerging themes. Investigators analyzed coded data then produced and applied a thematic analysis to examine how health systems facilitate PCR. Data Collection: Semi-structured telephone interviews with 162 system executives and physician organization leaders from 24 systems. Principal Findings: Leaders at all 24 health systems described initiatives to redesign the delivery of primary care, but many were in the early stages. Respondents described the use of centralized health system resources to facilitate PCR initiatives, such as regionalized care coordinators, and integrated electronic health records. Team-based care, population management, and care coordination were the most commonly described initiatives to transform primary care delivery. Respondents most often cited improving efficiency and enhancing clinician job satisfaction, as motivating factors for team-based care. Changes in payment and risk assumption as well as community needs were commonly cited motivators for population health management and care coordination. Return on investment and the slower than anticipated rate in moving from fee-for-service to value-based payment were noted by multiple respondents as challenges health systems face in redesigning primary care. Conclusions: Given their expanding role in health care and the potential to leverage resources, health systems are promising entities to promote the advancement of PCR. Systems demonstrate interest and engagement in this work but face significant challenges in getting to scale until payment models are in alignment with these efforts. KEYWORDS health care organizations and systems, primary care, qualitative research, 1 | INTRODUCTION Primary care is the foundation of an effective health care system. (1-3) When primary care practices foster prevention and support disease self-management, health care quality improves along [...]

Jordan Furlong calls our newest lawyers the Pivot Generation because many years from now we will look back and recognize that this was the generation around which the old legal [...]

Byline: Lee Allen First ponder. Then dare.Think it through. \Then do it. That's been the philosophy of the family-owned Vino Farms LLC, begun by grandpa, expanded by dad and uncle [...]

Byline: Darren Frye When you hear the words 'adapt' and 'change,' how do you typically react? Does that immediately bring feelings of uncertainty? Or does it create excitement? For different [...]

Byline: Darren Frye At times, it can feel like so much is changing at once. That could be factors from outside of our farm operation changing rapidly -- or factors [...]

Byline: Kevin Oklobzija For 16 years, the folks at Tipping Point Communications provided pinpoint expertise in media buying and public relations to clients. Those sectors were their specialty, and their [...]

Even though we all understand change is a constant part of life and business, there has been a surplus of it (paired with uncertainty) lately. As you have probably noticed, [...]

PART 1: Change Is a Process, Not an Event The Mindset of 'we've always done it that way' is over. Now the question is, what's next? Are you and your [...]