There is growing evidence that chief executive officers (CEOs)
can use research-validated evidence-based design (EBD) features
as a tool to transform healthcare safety and quality. This
paper explores how successful CEOs were able to navigate the
multiyear process of project development. The utilization of
EBD to create a building that supports cultural transformation
and care redesign can reduce patient and staff harm and
stress and still improve the bottom line. The CEOs of successful
projects were the pivotal leaders who inspired their organizations
to measure and confront unacceptable patient and
staff outcomes, established strategies to meet improvement
goals, and required disciplined reengineering of clinical and
business processes—resulting in the achievement of the organizations’
desired end state.
This paper also identifies 10 strategies that reflect the systems
thinking and leadership approaches shared by CEOs
who bridged the gap between aspiration and reality. They
used daily decision-making and team-shaping opportunities
over the lifecycle of the building to create a genuinely
healing environment.