LAUSR

For many we are now facing a “new normality”. For me we are just facing the old new normality with a different consciousness. We are now aware that technology, digital innovation, big data management are not any more an optional. That health services need to be redesigned with the levers of business modelling and patient flow logistics. During COVID crisis we experienced a massive stresstest for clinical leaders, deeply challenged by the speed and disruptiveness of changes implemented in their organizations. We learned quickly how is important to support the current and next generation of clinical leaders in the development of their soft qualities – motivation, groupwork, problem-solving . . . – rather than educating them in doctor-managers obsessed by cost issues, bottom line and sustainability. We re-discovered the beauty and relevance of the transformational paradigms that, after long debates and sterile discussions, finally could drive us in the XXI century era of health systems: population health management, co-creation and co-production, concordance, medicine of initiative, precision medicine, integrated care. . .and we really practiced patient-centred medicine in hospitals and community services. Covid crisis was (and is) a great opportunity to learn. Now that things are going back to “normal”, we need to avoid at all costs to go back to a “more of the same”. It is in this light that we have decided to launch a call for a special issue of HSMR. To be published in the first semester of 2020. Covid was faced in different countries with stronger inter-institutional cooperation and coordination, better integrated delivery systems, improved governance, superior leadership in board rooms and on the shop floors of health organizations, extensive group work, multidisciplinary and multi-professional melting pot, and much more . . . Please, send the abstract of your research, essay, reflection, commentary to me ([email protected]) and to [email protected], and share with us and the community of HSMR what health managers, health policy makers and clinical leaders should learn from this crisis. Abstract should not exceed 200 words. Length of contributions can be in the range 2.000–3.500 words. Deadline for abstract is August 30th. Deadline for accepted contributions is November 30th. We can accept six to eight articles. Let’s not waste this opportunity. Finally, a very big thanks to all the HSMR authors/ readers that worked in the trenches during the Covid. We all are very grateful. Well done. And the very best for the next upcoming challenges.