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Transformation of the US Army Behavioral Health System of Care: An Organizational Analysis Using the “Three Lenses”
Jayakanth Srinivasan
Questrom School of Business, Boston University, USA
Julia DiBenignol
Yale School of Management, USA
John S. Carroll
MIT Sloan School of Management, USA
Volume 10: 2017, pp. 5-28; ABSTRACT
Challenged to address increased demand for behavioral healthcare services arising from fighting the longest wars in the history of the United States, the U.S. Army designed and implemented a standardized care delivery system across its network of clinics, hospitals and medical centers. We describe how this transformation unfolded between 2010 to 2015 at system and local levels, drawing on extensive field research and administrative data. Although Army policy specified an integrated system of care built around standard care teams, change implementation unfolded differently at each local post. This multi-level case presents an opportunity to apply the “Three Lenses” framework of organizational analysis, which considers organizations from “strategic design”, “political”, and “cultural” perspectives. Policymakers focused on strategic design, but successful implementation depended on also managing political and cultural issues. Applying the Three Lenses provides useful insights about top-down standardization, bottom-up innovation, authority and leadership, and resource allocation.
The Americas + Rest of World
Minimum Order Value
6 copies:
Minimum Order Value
6 copies:
Minimum Order Value
6 copies:
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