MA05_4210

What does a hospital learn when it realizes that discharge delays are linked to pharmacy wait times and lack of transport home?

• That more standardized forms should be used at check-out

• That different parts of care are more connected than they seem

• That transport vendors need clearer contracts to ensure reliability

• That pharmacists and discharge staff should meet weekly to coordinate schedules

Why might a clinic involve food banks, transport services, and shelters in managing chronic illness?

• Because it shifts social responsibilities away from medical teams

• Because it recognizes health outcomes depend on more than clinical care

• Because partnerships make grant applications more competitive

• Because those services can be held accountable for follow-up failures

In what way does including doulas, interpreters, and local health advocates in a prenatal program show ecosystem design?

• It ensures smoother intake processes for patients with language barriers

• It brings in diverse roles that shape the full care experience

• It demonstrates the hospital’s commitment to community consultation policies

• It offers support staff a chance to observe clinical decision-making more closely

If a triage tool is added in the ER but wait times remain high due to inpatient bed shortages, what does that imply?

• That staff training on the new tool was likely insufficient

• That isolated solutions won’t solve system-level issues

• That additional triage tools may be needed for off-peak hours

• That discharge planning protocols should be updated alongside the tool

What can we conclude when a surgical unit is built without consulting transport or recovery staff, and problems arise later?

• That oversight committees should include more representatives

• That ignoring other service roles leads to avoidable issues

• That planning teams need to document their meetings more thoroughly

• That the scheduling and flow of operations should be entirely digitized

A city wants to reduce ER visits by involving nurses, call center staff, and patients in redesigning the system. What does this approach demonstrate?

• That leadership is ensuring buy-in from all user groups

• That good design considers every voice in the care experience

• That cross-sector planning helps reduce communication errors in the future

• That creating visibility across departments leads to faster budget approvals

Why might a hospital lab speeding up test results still face delays in care?

• Because the record system isn’t user-friendly for physicians

• Because improving one area doesn’t fix the whole system

• Because there weren’t enough staff trained on how to use the new platform

• Because wait times fluctuate based on demand rather than efficiency

What’s the advantage of having pharmacists, caregivers, and dietitians co-design a care program for seniors?

• It helps staff explain health routines in more practical ways

• It reflects how many different roles influence care

• It brings attention to underrecognized team members

• It ensures every professional has a voice in the implementation strategy

How does mapping patient movement across ERs, clinics, and peer services support design work?

• It tracks which touchpoints need the most funding

• It captures how care is experienced across the system

• It helps organize patients based on their pathway complexity

• It assists policy teams in setting clearer referral benchmarks

If patients are given phones but still struggle with care because of housing and food insecurity, what does this suggest?

• That tech-based outreach needs clearer instruction manuals

• That real-life needs must be considered in care design

• That phone programs should be paired with internet literacy workshops

• That access to devices should be conditional on clinical participation