SI/HMP 661: Managing Health Informatics
Fall 2013 Syllabus
Wednesdays 3:10-6:00 p.m.
North Quad 2245
Instructor
Julia Adler-Milstein
Assistant Professor
School of Information
4376 North Quad
Phone: (734) 615-7435
Email: juliaam@umich.edu
Office Hours: Tuesdays 3:30-4:30 p.m.
Course Description
The course will prepare students to take on management challenges faced in health informatics
leadership roles within a variety of organizational settings. It will be a highly interactive course in
which students will have the opportunity to apply theory when discussing real-world health informatics
scenarios from a variety of perspectives.
Course Objectives
(1) To equip students with the relevant theories and health informatics content knowledge to become
effective leaders within health-related organizations.
(2) To expose students to real-world managerial decisions in the health informatics domain.
(3) To enable students to consider multiple dimensions of decisions in uncertain and ambiguous
scenarios and articulate the justification for their chosen approach.
Learning Outcomes
After completing this course students will be able to:
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(1) Describe key theories in four domains -- leadership, operational process control, disruptive
innovation, and population ecology – in order to have generalized knowledge about how to be an
effective leader.
(2) Apply key theories to a set of health informatics topics in which management plays a central role
-- implementation & project management, IT & care transformation, big data & analytics, policy
& market forces – in order to assess the specific mechanisms through which the theories can
facilitate managerial decision-making.
(3) Be familiar with scenarios that capture real-world health informatics management decisions in
order to feel comfortable making decisions under uncertain or ambiguous circumstances.
Course Structure
The course includes four modules. Each module will draw on a given theory to examine a specific type
of managerial challenge in the health IT domain:
Module 1:
Leadership & Leading Health IT Implementations
Module 2:
Operational Process Control & Redesigning Care Delivery to Leverage Health IT
Module 3:
Disruptive Innovation & Engaging Consumers and Clinicians in Using Health IT
Module 4:
Population Ecology & Managing Environmental Factors: Health IT Policy and Market
Dynamics
Each module will be comprised of three lectures. The first lecture will introduce the theory and discuss
its applicability to the managerial challenge. The second lecture will feature a practitioner – someone
whose job it is to tackle that challenge – and they will speak to how well the theories work in practice.
The last lecture will be case-based and give students an opportunity to wrestle with the given challenge
themselves, drawing on the theory and practical experiences that they learned in the prior two lectures.
Course Requirements
Throughout the semester, students will be expected to complete the assigned readings, attend and
actively participate during class, and prepare three cases. There will be a final project.
Readings
Required readings for the course include:
1) Cases
2) Articles from peer-reviewed journals
3) Reports from health informatics thought leaders
The course will heavily emphasize cases. Although short, they require extensive preparation and
thorough reading. We will spend the first session of the course learning how to read and prepare a case.
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For other readings, please carefully review any additional instructions associated with a given reading.
We may not review all the readings in class but you will be expected to cite them in your written
assignments.
Readings are available on CTools and through Harvard Business School Publishing
(https://cb.hbsp.harvard.edu/cbmp/access/20760216). HBSP readings will cost $51.35. There are no
books for this course.
Assignments
Homework
Given that class participation is a critical part of the course and that successful class participation
requires that you have read the assigned material, the main homework assignment is to carefully
complete the required reading before each class.
Case Analyses
You are required to prepare three cases throughout the semester – one for each of the first three
modules (from the third session within each module). You will read and prepare to discuss the case in
advance of the class in which it is discussed. Then, two weeks after the case is discussed, you will turn
in your formal write-up. The case that will serve as the basis for the assignment will be selected from
the two assigned cases and announced in-class. There will be specific questions and guidance for each
case assignment.
Final Paper
The final paper will ask you to read an article that summarizes five key areas of promise and seven key
challenges anticipated in the next five years in the health informatics domain. You will pick 2 of these
areas and write about how the theories and other lessons that you learned in the course speak to how best
to realize the promise or address the challenge. More details will be provided in class.
Grading Criteria
Grades are based on a total of 100 points.
• Class Participation:
• Case Analyses:
• Final Paper:
25 points
45 points (15 points each)
30 points
At the end of the semester, I will translate the numerical scores to letter grades with a 97 and above
being an A+, 93-96.9 being an A, 90-92.9 being an A-, 87-89.9 being a B+, 83-86.9 being a B, 80-82.9
being a B-, and so on.
Letter grades should be interpreted as follows:
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Feedback
To You. I will do my best to return assignments to you in a timely fashion and with sufficient comments
for you to understand where any gaps in your understanding may lie. Feel free to follow-up with me if
you can’t understand (or read!) a particular comment, or if points were miscalculated. Since class
participation is 25% of your grade, halfway through the semester I will individually let any students
know if they are not participating at an acceptable level. Please also use it as an opportunity to let me
know if there are things I can do to facilitate your participation.
From You. I highly value your feedback on both the content and structure of the course. There will be
two opportunities for formal evaluation. I will conduct an anonymous mid-semester evaluation and
there is a formal university-sponsored evaluation at the end of the semester. Outside of these, I welcome
you to share feedback with me informally and via whichever channel is most comfortable to you. Don’t
be shy! My goal is to teach a course that meets your needs, and I am not always able to tell if I am
doing so.
Original Work Policy
Collaboration. I strongly encourage collaboration while discussing and interpreting the reading
assignments. Active learning is effective. Collaboration will be especially valuable in summarizing the
reading materials and picking out the key concepts.
Plagiarism. All written submissions (cases and final project) must be your own, original work. Original
work for narrative questions is not mere paraphrasing of someone else's completed answer and you are
not allowed to share written answers with each other prior to submission. Largely duplicate copies of the
same assignment will receive an equal division of the total point score from the one piece of work. You
may incorporate selected excerpts from publications by other authors, but they must be clearly marked
as quotations and must be attributed. If you build on the ideas of prior authors, you must cite their work.
You may obtain copy editing assistance, and you may discuss your ideas with others, but all substantive
writing and ideas must be your own, or be explicitly attributed to another.
For more information, refer to the Rackham Graduate policy on Academic and Professional Integrity for
the definition of plagiarism, and associated consequences:
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http://www.rackham.umich.edu/policies/academic_and_professional_integrity/statement_on_academic_
integrity/.
Accommodations for Students with Disabilities
If you think you need an accommodation for a disability, please let me know at your earliest
convenience. Some aspects of this course, the assignments, the in-class activities, and the way we teach
may be modified to facilitate your participation and progress. As soon as you make me aware of your
needs, we can work with the Office of Services for Students with Disabilities (SSD) to help us determine
appropriate accommodations. SSD (734-763-3000; http://ssd.umich.edu/) typically recommends
accommodations through a Verified Individualized Services and Accommodations (VISA) form. I will
treat any information you provide as private and confidential.
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OVERVIEW OF SESSIONS
Date
Number
Session and Title
9/4
1
A: INTRODUCTION & COURSE OBJECTIVES
B: LEARNING THE CASE METHOD & MINI-CASE
MODULE 1: HEALTH IT IMPLEMENTATION
9/11
2
A: THEORY: LEADERSHIP
A.1 SENSEMAKING
A.2 BUILDING HIGH-PERFORMANCE, RESILIENT TEAMS
A.3 FRAMING FOR LEARNING
B:
9/18
3
CASE: EDMONDSON (2003) FRAMING FOR LEARNING
A: HEALTH INFORMATICS DOMAIN: THE CIO’S GUIDE TO IMPLEMENTING EHRS IN
THE HITECH ERA
B: GUEST SPEAKER: MARNA FLAHERTY-ROBB, CHIEF NURSING INFORMATION
OFFICER AT UNIVERSITY OF MICHIGAN HEALTH SYSTEM
9/25
4
CASES:
A. MCAFEE, MACGREGOR AND BENARI (2002) MOUNT AUBURN HOSPITAL
B. HAMERMESH ET AL (2011) COMPUTERIZED PROVIDER ORDER ENTRY AT EMORY
HEALTHCARE – WITH SPECIAL GUEST SPEAKER DR. WILLIAM BORNSTEIN, CHIEF
QUALITY AND MEDICAL OFFICER, EMORY HEALTHCARE
MODULE 2: REDESIGNING CARE DELIVERY TO LEVERAGE HEALTH IT
10/2
5
A: THEORY: OPERATIONAL PROCESS CONTROL
B:
10/9
6
CASE: MCCARTHY ET AL (2009) GEISINGER HEALTH SYSTEM
A: HEALTH INFORMATICS DOMAIN: CARE MANAGEMENT & REDESIGN
B: GUEST SPEAKER: PANEL LED BY DR. NEAL WEINBERG, INTEGRATED HEALTH
ASSOCIATES (4-6 PM)
CASE ANALYSIS 1 DUE @ 3 PM
10/16
7
CASES:
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A: BOHMER, MCFARLAN AND ADLER-MILSTEIN (2007) IT AND CLINICAL
OPERATIONS AT BIDMC
B: TUCKER (2013) LEARNING ABOUT REDUCING HOSPITAL MORTALITY AT KAISER
PERMANENTE
MODULE 3: DISRUPTIVE INNOVATION
10/23
8
A: THEORY: DISRUPTIVE INNOVATION & CONSUMER HEALTH INFORMATICS
B: CASE: POPULATE YOUR OWN PHR!
10/30
9
A: HEALTH INFORMATICS DOMAIN: EHR USABILITY
B:
GUEST SPEAKER: DR. DAVID HANAUER; ASSISTANT PROFESSOR, UNIVERSITY OF
MICHIGAN MEDICAL SCHOOL (2) INNOVATIVE EHR DEVELOPER
CASE ANALYSIS 2 DUE @ 3 PM
11/6
10
CASES:
A: QUICKMEDX
B: INTEL NBI
MODULE 4: MANAGING ENVIRONMENTAL FACTORS – POLICY AND MARKET
DYNAMICS
11/13
11
A: THEORY: POPULATION ECOLOGY
B:
11/20
13
CASE: ACOS, HIE AND HITECH
A: HEALTH INFORMATICS DOMAIN: INDUSTRY TRENDS AND POLICY ISSUES
B:
GUEST SPEAKER:
(1) NANCY ROBERTS, PROVIDENCE HEALTH CARE (3:10-4:30)
(2) DR. TIMOTHY A. PETERSON; MEDICAL DIRECTOR, UNIVERSITY OF MICHIGAN
PIONEER ACO (5-6 PM)
CASE ANALYSIS 3 DUE @ 3 PM
NO CLASS – HAPPY THANKSGIVING!
11/27
12/4
14
CASES: ARBOR HEALTH CARE COMPANY
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WRAP-UP
CONCLUDING SESSION
12/11
15
FINAL PAPER PRESENTATIONS
FINAL PAPER DUE @ 3 PM
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Session #1
Introduction & Course Objectives
Learning the Case Method
Topics: What is the value of using cases to learn? How do you prepare for a case?
Readings:
1. Hammond, J. S. (1976). Learning by the Case Method. Harvard Business Review.
Cambridge, MA.
Mini-Case
Topics: The athena case is written as a marketing case, but our discussion will *not* be focused
on marketing. Instead we will use it to discuss the following questions:
-
In 2009, what was athena’s core business? How did they structure their business
model? What was their competitive advantage?
-
How does athenaClinicals compare to other EHRs on the market? From the
perspective of a physician practice, what are the advantages and disadvantages of
athena’s EHR? From the perspective of athena, what are the advantages and
disadvantages of offering an EHR?
-
How did the passage of HITECH change the picture from the practice perspective?
How did the passage of HITECH change the picture from athena’s perspective?
-
What is athenaCommunity? What are the advantages and risks of pursuing this new
service (both within the context of the case and based on what you know more
broadly about what is going on with HITECH and the ACA)?
Readings:
2. Chakravorti, B., L. Winig and N. Arastu (2010). athenahealth: Innovating in Response to a
Crisis in Healthcare, Harvard Business School.
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MODULE 1: LEADERSHIP AND LEADING HEALTH IT IMPLEMENTATIONS
Session #2: The Role of Leaders and Leadership
Topics: What are the key challenges faced by a leader in the context of HIT implementation?
Readings:
1. (Optional) Nembhard, I. M., J. A. Alexander, T. J. Hoff and R. Ramanujam (2009). "Why
does the quality of health care continue to lag? Insights from management research."
Academy of Management Perspectives 23(1): 24-42.
2.1 SENSEMAKING
Topics: What does it mean to make and give sense of a situation? How can you do it
successfully? Why is it important?
Readings:
2. Ancona, D. (2011). Sensemaking: Framing and Acting in the Unknown. The Handbook for
Teaching Leadership: Knowing, Doing, and Being. S. Snook, N. Nohria and R. Khurana,
SAGE Publications, Incorporated: 3-20.
2.2 BUILDING HIGH-PERFORMANCE, RESILIENT TEAMS
Topics: What are common characteristics among successful teams? What is the leader’s role in
developing and maintaining effective teams?
Readings:
3. Gratton, L., A. Voigt and T. Erickson (2007). "Bridging Faultlines." MIT Sloan Management
Review.
4. (Skim for key points) Hackman, J. R. and R. Wageman (2004). "When and how team leaders
matter." Research in organizational behavior 26: 37-74.
2.3 FRAMING FOR LEARNING
Topics: What does it mean to be a learning organization? How can leaders create a learning
orientation?
Readings:
5. Senge, P. M. (1996). "Leading learning organizations." Training and development 50(12):
36-37.
2.4 APPLIED CASE
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Topics: What are the different dimensions of framing for learning? What do they look like in
practice?
Readings:
6. Edmondson, A. C. (2002). Framing for learning: Lessons in successful technology
implementation. California Management Review 45(2): 34-54.
Session #3: CIOs’ Perspectives on EHR Implementation
Topics: Are current models of leading EHR implementations guided by: (1) sensemaking, (2)
building high-performance teams; (3) framing for learning? Find three places where you see the
theory present and three places where you feel what CHIME recommends diverges from theory.
Readings:
1. College of Healthcare Information Management Executives (CHIME) (2010). The CIO's
Guide to Implementing EHRs in the HITECH Era. Ann Arbor, MI.
Session #4: Case Studies
Topics: See specific discussion questions.
Readings:
1. McAfee, A., S. MacGregor and M. Benari (2002). Mount Auburn Hospital: Physician Order
Entry, Harvard Business School.
2. Hamermesh, R. G., F. W. McFarlan, M. Keil, M. Morgan, A. Katz and D. LaBorde (2011).
Computerized Provider Order Entry at Emory Healthcare, Harvard Business School.
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MODULE 2: OPERATIONAL PROCESS CONTROL & REDESIGNING CARE DELIVERY TO LEVERAGE
HEALTH IT
Session #5: Operational Process Control & Organizational Redesign
5.1 THE IMPACT OF IT ON ORGANIZATIONAL PERFORMANCE
Topics: How might IT improve productivity in the short-term? In the long-term? What
managerial factors seem most relevant to these changes in health care? (Hint: think about issues
discussed in Module 1 and the types of changes discussed in Cusumano.)
Readings:
1. Devaraj, S. and R. Kohli (2000). "Information technology payoff in the health-care industry:
a longitudinal study." Journal of Management Information Systems 16(4): 41-67. Read first
10 pages only
2. Cusumano, M. A. (1988). Manufacturing Innovation: Lessons from the Japanese Auto
Industry. Sloan Management Review. Cambridge, MA, Massachusetts Institute of
Technology. 30: 29-39.
3. Brynjolfsson, E. and L. M. Hitt (2000). "Beyond computation: Information technology,
organizational transformation and business performance." The Journal of Economic
Perspectives 14(4): 23-48.
5.2 USING IT TO ENABLE NEW APPROACHES TO CARE DELIVERY
Topics: What types of processes are health care organizations trying to change? How can HIT
support these delivery system reforms? In what way are the HIT-enabled processes different
from paper processes, beyond speed/automation? How can HIT support the overall attributes
Shih et al identify as crucial to a high-performing health system?
Readings:
4. Shih, A., K. Davis, Stephen C. Schoenbaum, A. Gauthier, R. Nuzum and D. McCarthy
(2008). How Do We Want Health Care to be Delivered? Organizing the US health care
delivery system for high performance, Commonwealth Fund: 3-8.
5. McCarthy, D., K. Mueller, J. Wrenn and C. Fund (2009). Geisinger Health System:
achieving the potential of system integration through innovation, leadership, measurement,
and incentives, Commonwealth Fund.
6. Paulus, R. A., K. Davis and G. D. Steele (2008). "Continuous Innovation In Health Care:
Implications Of The Geisinger Experience." Health Affairs 27(5): 1235-1245.
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Session #6: CIOs Role in Health Care Delivery Reform
Topics: What can CIOs do to support CEO visions? Where can CIOs push the envelope and lead
technology-driven innovation?
Readings:
1. Cosgrove, D. M., M. Fisher, P. Gabow, G. Gottlieb, G. C. Halvorson, B. C. James, G. S.
Kaplan, J. B. Perlin, R. Petzel, G. D. Steele and J. S. Toussaint (2013). "Ten Strategies To
Lower Costs, Improve Quality, And Engage Patients: The View From Leading Health
System CEOs." Health Affairs 32(2): 321-327.
2. Shehadi, R., W. Tohme and E. H. Baker (2012). IT and Healthcare: Evolving Together at the
Cleveland Clinic. strategy+business. New York, NY, Booz & Company.
3. McAfee, A. and E. Brynjolfsson (2012). "Big data: the management revolution." Harvard
Business Review 1.
4. Kleiner, A. (2010). Thought Leader: Erik Brynjolfsson. strategy+business. New York, NY,
Booz & Company.
Session #7: Case Studies
Topics: See specific discussion questions.
Readings:
1. Bohmer, R., F. W. McFarlan and R. B. F. W. McFarlan (2007). Information Technology and
Clinical Operations at Beth Israel Deaconess Medical Center, Harvard Business School.
2. Tucker, A. (2013). Learning About Reducing Hospital Mortality at Kaiser Permanente,
Harvard Business School.
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MODULE 3: DISRUPTIVE INNOVATION & ENGAGING CONSUMERS AND CLINICIANS IN USING
HEALTH IT
Session #8: Disruptive Innovation
8.1 DISRUPTIVE INNOVATION
Topics: What is disruptive innovation? What are some opportunities for disruptive innovation in
health care? Why is disruptive innovation so challenging?
Readings:
1. Christensen, C. M. and M. Overdorf (2000). "Meeting the challenge of disruptive change."
Harvard Business Review 78(2): 66-77.
2. Hwang, J. and C. M. Christensen (2008). "Disruptive Innovation In Health Care Delivery: A
Framework For Business-Model Innovation." Health Affairs 27(5): 1329-1335.
(optional) Christensen, C. M., R. Bohmer and J. Kenagy (2000). "Will disruptive innovations cure health
care?" Harvard business review 78(5): 102-112.
8.2 PERSONAL HEALTH RECORDS
Topics: First, spend ~30 minutes setting up your own PHR using any commercial vendor you
like. Does the system meet your needs? Is it easy to use? What would you change about the
layout? The level of detail?
Then, read the assigned articles. Do these commentaries on Google/Microsoft PHRs reflect your
own experience? Do the national studies identify the most important issues?
Readings:
3. Set up your own PHR!
4. Gardner, B. (2011). "Google Health #failed. So, how do we make personal health records work?"
Something Not Unlike Research http://notunlikeresearch.typepad.com/something-not-unlikerese/2011/06/do-we-get-to-ehealth-through-personal-health-records-or-social-networks.html
2013.
5. Dolan, B. (2011). "10 Reasons why Google Health failed." MobiHealthNews
http://mobihealthnews.com/11480/10-reasons-why-google-health-failed/ 2013.
6. Krasner, M. (2011). "The PHR School of Hard Knocks." The Health Care Blog
http://thehealthcareblog.com/blog/2011/06/29/the-phr-school-of-hard-knocks/ 2013.
7. Peters, K., M. Niebling, C. Slimmer, T. Green, J. M. Webb and R. Schumacher (2009). Usability
Guidance for Improving the User Interface and Adoption of Online Personal Health Records.
Oakbrook Terrace, IL, User Centric, Inc.
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8. Patel, V., E. Abramson, A. Edwards, M. Cheung, R. Dhopeshwarkar and R. Kaushal (2011).
"Consumer attitudes toward personal health records in a beacon community." The American
journal of managed care 17(4): e104.
9. Kahn, J. S., V. Aulakh and A. Bosworth (2009). "What it takes: characteristics of the ideal
personal health record." Health Affairs 28(2): 369-376.
Session #9: EHR Usability and EHR Entrepreneurs
Topics: Are current EHRs meeting users’ needs? Why or why not? What issues are innovators
facing trying to disrupt this market segment?
Readings:
1. Koppel, R. and D. A. Kreda (2010). "Healthcare IT usability and suitability for clinical needs:
Challenges of design, workflow, and contractual relations." Stud Health Technol Inform 157: 714.
2. Mandl, K. D., J. C. Mandel, S. N. Murphy, E. V. Bernstam, R. L. Ramoni, D. A. Kreda, J. M.
McCoy, B. Adida and I. S. Kohane (2012). "The SMART Platform: early experience enabling
substitutable applications for electronic health records." Journal of the American Medical
Informatics Association 19(4): 597-603.
3. Mandl, K. D. and I. S. Kohane (2012). "Escaping the EHR trap—the future of health IT." New
England Journal of Medicine 366(24): 2240-2242.
4. Herzlinger, R. (2006). "Innovating in health care-framework." Harvard Business Review: 9-306.
Session #10: Case Studies
Topics: See specific discussion questions.
Readings:
1. Bohmer, R. and J. Groberg (2003). "QuickMedx inc." HBS Case: 9-603.
2. Shih, W. and T. Thurston (2009). "Intel NBI: Vivonic." HBS Case (610-025).
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MODULE 4: POPULATION ECOLOGY & MANAGING ENVIRONMENTAL FACTORS – HEALTH IT POLICY
AND MARKET DYNAMICS
Session #11: Managing a Changing Environment: HIT and the Relationships between Hospitals
and Physicians
Topics: How do organizations manage their external environments? What happens when you do
nothing and the environment is nonetheless changing around you? Why might “doing
something” be challenging?
Readings:
1. Sørensen, J. B. and T. E. Stuart (2000). "Aging, obsolescence, and organizational innovation."
Administrative science quarterly 45(1): 81-112.
Topics: Congress relaxed regulations to allow hospitals to share HIT with physicians in an effort
to increase adoption in the ambulatory setting – how did hospitals respond to this new
opportunity? Did they perceive it as beneficial? Were they able to act in ways they thought were
strategic?
Readings:
2. Grossman, J. M. and G. Cohen (2008). "Despite regulatory changes, hospitals cautious in helping
physicians purchase electronic medical records." Issue Brief (Center for Studying Health System
Change) 123: 1-4.
Topics: What are Accountable Care Organizations? What are hospitals and physicians worried
about? How could each group benefit? In what ways are the interests of hospitals and physicians
either complementary or competitive?
Readings:
3. Rau, J., P. Galewitz and B. Vaida (2011). New ACO Rules Outline Gains and Risks for Doctors,
Hospitals. Kaiser Health News. Menlo Park, CA, Kaiser Family Foundation.
4. Fisher, E. S., S. M. Shortell, S. A. Kreindler, A. D. Van Citters and B. K. Larson (2012). "A
Framework For Evaluating The Formation, Implementation, And Performance Of Accountable
Care Organizations." Health Affairs 31(11): 2368-2378.
Topics: How do the tensions among ACO participants affect ACOs’ overall ability to set up and
leverage HIT?
Readings:
5. Certification Commission for Health Information Technology (2013). A Health IT Framework
for Accountable Care. Chicago, IL.
6. Grossman, J. M., K. L. Kushner, E. A. November and P. C. LTHPOLICY (2008). Creating
sustainable local health information exchanges: can barriers to stakeholder participation be
overcome?, Center for Studying Health System Change Washington, DC.
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7. Adler-Milstein, J., C. M. DesRoches and A. K. Jha (2011). "Health information exchange among
US hospitals." American Journal of Managed Care 17(11): 761.
Session #12: Industry Trends and Policy Issues
Topics: Read through this bundle of official notices from CMS and try to identify some of the
concerns hospitals and physicians might have in forming an ACO. What questions do you have
about UM’s decision to withdraw from the Pioneer ACO demonstration?
Readings:
1. HHS Press Office (2011). Accountable Care Organizations: Improving Care Coordination for
People with Medicare. HHS News. U.S. Department of Health and Human Services.
2. CMS Office of Media Affairs (2011). Summary of proposed rule provisions for Accountable
Care Organizations under the Medicare Shared Savings Program. HHS News. Centers for
Medicare & Medicaid Services at the U.S. Department of Health and Human Services.
3. CMS Office of Media Affairs (2011). Federal agencies address legal issues regarding
Accountable Care Organizations. HHS News. Centers for Medicare & Medicaid Services at the
U.S. Department of Health and Human Services.
4. CMS Office of Media Affairs (2011). What Providers Need to Know: Accountable Care
Organizations. HHS News. Centers for Medicare & Medicaid Services at the U.S. Department of
Health and Human Services.
Topics: How would a physician or hospital leader respond to the new opportunities presented by
HITECH? What would they be worried about? How do these challenges compare to the issues
raised by ACO formation?
Readings:
5. Blumenthal, D. (2009). "Stimulating the adoption of health information technology." New
England Journal of Medicine 360(15): 1477-1479.
Session #13: Case Studies and Wrap-Up
Topics: See specific discussion questions.
Readings:
1. Hart, M. and S. Dodson (1997). Arbor Health Care Company, Harvard Business School.
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