Texas A&M University
Georgia Institute of Technology
The Pennsylvania State University
Last Reviewed: (not done)
The Center for Health Organization Transformation, or CHOT, is an industry-university cooperative research center (I/UCRC) funded by the National Science Foundation and health organizations to conduct research supporting major management, clinical, and information technology innovations in healthcare.
CHOT conducts research to support the implementation of evidence-based transformational strategies within healthcare organizations. Our research model relies on the knowledge and experience of healthcare leaders to guide academic research. This cooperative model ensures that the research is both meaningful and applicable to the healthcare industry and provides immediate decision support for CHOT members.
The mission of the Center for Health Organization Transformation (CHOT) is to advance the knowledge and practice of transformational strategies in evidence-based management and clinical practice.
CHOT conducts cooperative research among universities, health systems, and other health-related industries.The Center relies on multi-disciplinary approaches to advance and link system design and organizational technologies in innovation research. The three main areas in which CHOT conducts research are:
Support Major Management, Clinical, & Information Technology Innovations in Healthcare.
Management research in healthcare is plentiful but has offered little to effectively address these problems. There are many prescriptions in publications and management seminars on what to do and how to it. There are publications providing very thoughtful post-mortems on failed EMR systems, failed health information exchanges, short-lived and unsuccessful applications of management improvement techniques, and—on a grand scale—failed attempts at mergers or integrated delivery systems. We have fewer examples of carefully structured health care innovation efforts accompanied by real-time formative evaluation, comparing across sites and/or over time via quasi-experimental models, with a concern for fidelity to the innovation model, and providing scientific evidence of effectiveness or return-on-investment.
One could argue that such “research” efforts are extra-overhead or that the organization’s need to do something is too urgent to be concerned with such things. Alternatively, one could argue that the effort that goes into evaluation increases the knowledge of the underlying problem, the likelihood that the organization will know more clearly what it expects to achieve through a particular intervention, what resources are being committed to the effort, what metrics can tell if it has achieved the objectives, why or why or why not, and what steps can be taken to ensure future successes.
The promise and performance of the Center for Health Organization Transformation is in its ability to powerfully connect health systems with university researchers and students. Such connections promise to bring more resources to the health systems to better address their management and clinical innovation interventions and broader transformational efforts. These connections must bring increased scientifically-based knowledge of the management of health organization change to the universities’ health management and systems engineering researchers, teachers, and students. These connections will help health systems co-produce new generations of health organization managers and leaders and afford additional opportunities for current health system managers and researchers to advance their crafts.
Current (2015-2016) Research Projects: http://chotnsf.org/projects/