Part 1: Describe Your Organization As Closed Or Open

Part 1 Individualdescribe Your Organization As A Closed Or Open Syste

Part 1: Individual Describe your organization as a closed or open system. Discuss how thinking differs between the two. Is there a difference in systems thinking in traditional healthcare versus complex adaptive systems? Part 2: With Your Group Systems thinking allows a more holistic perspective on decision making. Share examples of the types of decisions that occur at the unit, department, and organizational levels of the organization. Describe the impact of those decisions vertically, horizontally, and system-wide. Describe the effect of the decisions at the individual system level as well as the impact throughout the organization.

Paper For Above instruction

Introduction

Understanding how an organization functions as a system—either as closed or open—is fundamental to effective management and decision-making in healthcare. The systems perspective influences how leaders interpret organizational behavior, respond to environmental changes, and implement policies. Comparing traditional healthcare systems to complex adaptive systems reveals significant differences in systems thinking approaches, which directly impact decision-making processes at various levels within the organization.

Organization as a System: Closed versus Open

An organization can be classified as either a closed or an open system based on its interaction with external environments. A closed system is characterized by minimal external interaction, internal processes operating independently, and a focus primarily on internal stability. In healthcare, a closed system may resemble a hospitalery that operates with limited external feedback, relying heavily on internal protocols and routines (Berti & Sorrenti, 2018). Conversely, an open system actively interacts with and adapts to external influences such as patient populations, regulatory agencies, and technological advancements (Kast & Rosenzweig, 2014).

Open systems recognize the dynamic, interconnected nature of healthcare environments, embracing continuous feedback and adaptation. For example, hospitals engaging with community health initiatives, participating in policy development, and integrating new technologies exemplify open systems. This approach fosters innovation, responsiveness, and resilience (Shirey, 2019).

Traditional healthcare often reflects a more mechanistic view, aligning with views of organizations as closed systems focused on linear processes and control. This perspective emphasizes efficiency, standardized procedures, and hierarchical decision-making. However, complex adaptive systems (CAS)—which characterize modern healthcare—are nonlinear, with multiple interdependent components capable of self-organization, learning, and adaptation (Plsek & Greenhalgh, 2011).

In CAS, systems thinking involves understanding the healthcare environment as a complex web of interactions, where small changes can lead to significant outcomes through feedback loops. Leaders in CAS emphasize agility, collaboration, and continuous learning, contrasting with traditional views that prioritize control and predictability (Braithwaite et al., 2018).

Decisions at Various Organizational Levels

Systems thinking enables a holistic view of decision-making across different organizational strata. At the unit level, decisions such as staffing adjustments or clinical protocols directly impact patient care quality and staff efficiency. These decisions also influence departmental workflows and resource allocation, demonstrating horizontal impacts.

At the department level, decisions about budget distribution, policy implementation, and staff training affect multiple units, fostering consistency or variability across departments. These decisions also have vertical implications, influencing organizational strategies and policies.

At the organizational level, strategic decisions concerning partnerships, technology investments, or restructuring determine the organization's overall direction, sustainability, and adaptability (Senge, 2006). These comprehensive decisions ripple through all levels, affecting individual practitioners and patient outcomes.

Impact of Decisions: Vertical, Horizontal, and System-Wide

Decisions made at various levels affect the organization both vertically and horizontally. Vertically, strategic decisions shape policies that guide operational decisions at the unit and departmental levels. For example, a strategic initiative to implement electronic health records (EHRs) requires unit-level adjustments, staff training, and process modifications, impacting individual practitioners.

Horizontally, decisions across departments often coordinate care and resource sharing. For instance, collaboration between the nursing and pharmacy departments ensures timely medication administration, improving patient safety.

System-wide impacts emerge when decisions address large-scale organizational goals or respond to external pressures. For example, adopting value-based care models influences policies, workflows, and performance metrics across the entire health system, ultimately affecting patient outcomes, staff satisfaction, and financial performance (Sutton et al., 2020).

At the individual level, decisions such as adopting new clinical practices or participating in quality improvement initiatives contribute to organizational learning and adaptation. These micro-level decisions cumulatively influence the organization's overall capacity for innovation and resilience.

Integrating systems thinking fosters comprehensive understanding, encourages collaboration, and supports proactive problem-solving. It enhances ability to anticipate unintended consequences, manage complexity, and promote sustainable improvements across the organization (Edmondson & Reynolds, 2015).

Conclusion

Recognizing whether an organization operates as a closed or open system informs leadership strategies and decision-making processes. While traditional healthcare models often reflect closed, mechanistic systems, modern healthcare increasingly embodies complex adaptive systems characterized by interconnected, dynamic interactions. Systems thinking across organizational levels enhances decision effectiveness, enabling healthcare providers to adapt to rapid changes, improve patient care, and sustain organizational resilience.

References

Berti, F., & Sorrenti, S. (2018). Healthcare organizations as open systems: Paradigms and challenges. Journal of Healthcare Management, 63(2), 120–132.

Braithwaite, J., Westbrook, J., & Iedema, R. (2018). Complex systems in healthcare: Challenges and opportunities. BMJ Quality & Safety, 27(4), 240–246.

Kast, F. E., & Rosenzweig, J. E. (2014). Organizational theory: A strategic approach. McGraw-Hill.

Plsek, P. E., & Greenhalgh, T. (2011). The challenge of complexity in healthcare. BMJ, 323(7313), 625–628.

Senge, P. M. (2006). The fifth discipline: The art and practice of the learning organization. Doubleday.

Shirey, M. R. (2019). Systems thinking in healthcare. Nursing Economics, 37(1), 15–19.

Sutton, S., et al. (2020). Transitioning to value-based care: Implications for organizational change. Healthcare Management Review, 45(2), 101–112.