Governments, insurers, health systems, and employers are moving to adopt bundled payment approaches.1
In an Accountable Care Organization (ACO), a dedicated team of clinical and nonclinical personnel provides the full care cycle for a patient’s condition and works together toward a common goal—maximizing the patient’s overall outcomes as efficiently as possible.1
If an ACO succeeds in delivering high-quality care and reducing the cost of care to a level below what would have been expected, it shares in the savings it achieves.
To deliver greater value in the accountable care context, the Institute of Medicine3 argues for a culture of teamwork at multiple levels—across professional and organizational siloes and with patients and their families and communities.
Trust is at the heart of effective teamwork.
If coordinated teamwork is to have a beneficial influence on ACO performance, leaders of ACOs must become aware of its dimensions and cognizant of its influence on care management.2
While a number of studies have identified characteristics associated with workplace trust, no known researchers have looked at a large, comprehensive set of characteristics—until Trust Capital Institute®, that is.
At Trust Capital Institute®, we know how to create trust-based teams that deliver value-based care. Our Culture of Trust® Offerings are based on our proprietary Trust InfusionTM methodology that combines research with years of experience with what works. You won’t find our combination of services in any other firm.
To find out more about how your Accountable Care Organization can create a culture of trust that will enable it to share in generated profits, contact us.
1 Porter, M. E., & Lee, T. H. (2013). The strategy that will fix health care: Providers must lead the way in making value the overarching goal, Harvard Business Review, October, 1-19.
2 Rundall, G. G., Wu, F. M., Lewis, V. A., Schoenherr, K. E., & Shortell, S. M. (2015). Contributions of relational coordination to care management in accountable care organizations: Views of managerial and clinical leaders, Health Care Management Review, May.
3 Institute of Medicine. (2001). Crossing the quality chasm. Washington, DC: National Academy Press.