Geisinger's effort to realize its potential as a learning health system: A progress report
Abstract Objectives In the last two decades, several organizational initiatives have moved Geisinger into closer alignment with the key characteristics of the learning health system (LHS) model. The intent of this experience report is to provide a firsthand view of the potential of the model and of...
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Online Access: | https://doi.org/10.1002/lrh2.10221 |
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doaj-40d11927bbbe43948ac1a0afdb643bcc2021-05-03T04:53:38ZengWileyLearning Health Systems2379-61462021-04-0152n/an/a10.1002/lrh2.10221Geisinger's effort to realize its potential as a learning health system: A progress reportF. Daniel Davis0Marc S. Williams1Rebecca A. Stametz2Center for Translational Bioethics and Healthcare Policy Danville Pennsylvania USAGenomic Medicine Institute Danville Pennsylvania USASteele Institute for Health Innovation Danville Pennsylvania USAAbstract Objectives In the last two decades, several organizational initiatives have moved Geisinger into closer alignment with the key characteristics of the learning health system (LHS) model. The intent of this experience report is to provide a firsthand view of the potential of the model and of the complex, multifaceted nature of any endeavor designed and implemented to realize that potential. Methods After describing Geisinger, we offer a critical self‐assessment of our progress toward the goal of becoming an LHS, followed by an account of the challenges. Results Geisinger has made incremental but measurable progress in implementing the LHS model, especially in two key domains: in patient‐clinician engagement and science and informatics. Other challenges, however, present significant opportunities for additional forward movement, especially with respect to incentives, culture, and leadership. Conclusion Becoming a fully realized LHS is and will be a long‐term challenge for any organization that embraces this aspiration.https://doi.org/10.1002/lrh2.10221learning health systemorganizational culturepatient engagement |
collection |
DOAJ |
language |
English |
format |
Article |
sources |
DOAJ |
author |
F. Daniel Davis Marc S. Williams Rebecca A. Stametz |
spellingShingle |
F. Daniel Davis Marc S. Williams Rebecca A. Stametz Geisinger's effort to realize its potential as a learning health system: A progress report Learning Health Systems learning health system organizational culture patient engagement |
author_facet |
F. Daniel Davis Marc S. Williams Rebecca A. Stametz |
author_sort |
F. Daniel Davis |
title |
Geisinger's effort to realize its potential as a learning health system: A progress report |
title_short |
Geisinger's effort to realize its potential as a learning health system: A progress report |
title_full |
Geisinger's effort to realize its potential as a learning health system: A progress report |
title_fullStr |
Geisinger's effort to realize its potential as a learning health system: A progress report |
title_full_unstemmed |
Geisinger's effort to realize its potential as a learning health system: A progress report |
title_sort |
geisinger's effort to realize its potential as a learning health system: a progress report |
publisher |
Wiley |
series |
Learning Health Systems |
issn |
2379-6146 |
publishDate |
2021-04-01 |
description |
Abstract Objectives In the last two decades, several organizational initiatives have moved Geisinger into closer alignment with the key characteristics of the learning health system (LHS) model. The intent of this experience report is to provide a firsthand view of the potential of the model and of the complex, multifaceted nature of any endeavor designed and implemented to realize that potential. Methods After describing Geisinger, we offer a critical self‐assessment of our progress toward the goal of becoming an LHS, followed by an account of the challenges. Results Geisinger has made incremental but measurable progress in implementing the LHS model, especially in two key domains: in patient‐clinician engagement and science and informatics. Other challenges, however, present significant opportunities for additional forward movement, especially with respect to incentives, culture, and leadership. Conclusion Becoming a fully realized LHS is and will be a long‐term challenge for any organization that embraces this aspiration. |
topic |
learning health system organizational culture patient engagement |
url |
https://doi.org/10.1002/lrh2.10221 |
work_keys_str_mv |
AT fdanieldavis geisingersefforttorealizeitspotentialasalearninghealthsystemaprogressreport AT marcswilliams geisingersefforttorealizeitspotentialasalearninghealthsystemaprogressreport AT rebeccaastametz geisingersefforttorealizeitspotentialasalearninghealthsystemaprogressreport |
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