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Envisioning and Leading Organizational Transformation: One Organ Procurement Organization's Journey

机译：设想和领导组织转型：一个器官采购组织的历程

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Background:?In 2012, one organ procurement organization (OPO)?welcomed a new President and Chief Executive Officer (CEO). This OPO, LifeShare Transplant Donor Services of Oklahoma (LifeShare), had just celebrated its 25th anniversary in 2011. While LifeShare was well-established chronologically, growth in organ donors and organs transplanted from these donors had occurred at a much slower rate during the collaborative era and afterward (2003-2011) than the donor/transplant growth the United States (US), as a whole, had experienced. While this performance had been stable, it was in the?lower quartile of US?OPOs on a per capita basis (organs transplanted per donor), and conversion rates were unremarkable. It was the sense of the OPO and donation service area (DSA) constituents that there was an opportunity for growth. It was under this premise that the new CEO was recruited in late 2011 and assumed leadership in February 2012. Method:?It important to note that the new CEO (the author) found LifeShare possessed numerous significant assets upon which to build. These included a strong core of committed and dedicated staff, a supportive Board, supportive?transplant centers, and?a strong state donor registry. Therefore, it was apparent that, while achieving the DSA's potential would require a transformation of the organization, the transformation did not necessarily require replacing core staff, often a common step undertaken by new chief executives. Beginning in 2012, the CEO sought to transform both the culture and the operation of the organization by focusing on a short list of key strategies. Culturally, three primary initiatives were undertaken: leadership development, staff development, and establishing "organizational clarity". Operationally, the primary focus was identifying organ donor potential and?then, based upon the opportunities for improvement, focusing on operational policies and practices. As LifeShare's team began to identify pockets of unrealized potential donors, recognized best practices were deployed to areas of opportunity, including responding to all vented referrals, implementation of dedicated family requestors, broadening of already-existing in-house coordinator programs, and aggressive expansion of the donors after cardiac death (DCD) program. Results: From 2008 through 2011, the four years prior to the organization beginning its change journey, LifeShare recovered 344 organ donors from which 1,007 organs were transplanted in 48 months. During the first 48 months of the change journey (2012 through 2015), 498 organ donors (+44.8%) provided 1,536 organs transplanted (+52.5%). DCD donors increased from 22 to 91 (+413.4%) and brain death (BD) donors from 322 to 407 (+26.4%). While the rate of growth is slowing somewhat, the first eight months of 2016 continue to show a percentage growth over 2015 in double digits for both organ donors and organs transplanted. Discussion: Clearly, our results have been transformed and continue to be transformed. A cultural foundation for both leadership and staff, combined with a single-minded focus on maximizing recovery of potential organ donors and maximizing transplantation of every potential organ, has allowed us to achieve exceptional growth rates on a scale that has resulted in more than 500 additional organs transplanted and lives saved over the last four years when compared to pre-change results.
机译：背景：2012年，一个器官采购组织（OPO）欢迎新任总裁兼首席执行官（CEO）。这个OPO，即俄克拉荷马州的LifeShare移植供体服务（LifeShare）刚刚在2011年庆祝成立25周年。虽然LifeShare按时间顺序已建立良好，但在合作期间，器官供体和从这些供体移植的器官的增长速度要慢得多时代以及之后（2003-2011年），美国（US）作为一个整体经历了供体/移植物的增长。尽管此性能稳定，但按人均水平（每位捐赠者移植的器官）处于USOPO的较低四分位数中，转换率无明显变化。 OPO和捐赠服务区（DSA）的组成部分感到有增长的机会。在此前提下，新CEO于2011年末被征聘，并于2012年2月开始担任领导职务。方法：值得注意的是，新CEO（作者）发现LifeShare具有许多重要资产可用于构建。这些包括坚定的敬业精神，支持委员会，支持的“移植中心”和强大的国家捐赠者登记册。因此，很明显，尽管要实现DSA的潜力将需要对组织进行转型，但转型并不一定需要更换核心人员，这通常是新任首席执行官采取的常见步骤。从2012年开始，CEO着眼于一系列关键战略，力求改变组织的文化和运营方式。在文化上，采取了三项主要举措：领导力发展，员工发展和建立“组织清晰性”。在业务上，主要重点是确定器官捐赠者的潜力，然后根据改进的机会，着重于业务政策和实践。当LifeShare的团队开始发现大量未实现的潜在捐助者时，公认的最佳实践就被部署到了机会领域，包括应对所有宣泄的转介，执行专门的家庭请求者，扩大现有的内部协调员计划以及积极扩展心脏死亡后的捐献者（DCD）计划。结果：从2008年到2011年，即该组织开始变革之路的前四年，LifeShare恢复了344个器官捐献者，并在48个月内移植了1,007个器官。在变革之旅的前48个月（2012年至2015年）中，有498个器官捐赠者（+ 44.8％）提供了1,536个器官移植（+ 52.5％）。 DCD供体从22个增加到91个（+ 413.4％），脑死亡（BD）供体从322个增加到407个（+ 26.4％）。尽管增长率有所放缓，但2016年头八个月，器官捐献者和器官移植的百分比仍比2015年增长了两位数。讨论：显然，我们的结果已经改变，并将继续改变。领导和员工的文化基础，再加上一心一意地致力于最大程度地提高潜在器官捐献者的康复能力和最大程度地移植每个潜在器官，使我们能够实现超凡的增长速度，并因此而又增加了500多个与变更前的结果相比，过去四年来器官移植和挽救了生命。

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