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In the contemporary healthcare setting, the implementation of the ten rules developed by the Institute of Medicine is crucial for the provision of patients with healthcare services of the high quality. In this regard, military organizations are particularly vulnerable to the impact of the implementation of the ten rules on their performance. At this point, it is possible to refer to the experience of the military organization I am currently working at which has started to implement the ten rules to improve its organizational performance and quality of healthcare services.
The first rule implies that care should be based on continuous healing relationships. In this regard, my organization has implemented electronic records, which store the detailed information on the health and history of treatment of each patient of our organization. At the same time, patients stay under the supervision of our healthcare professionals even when they have recovered from a specific disease, such as flu. They attend our healthcare organization regularly and our healthcare professionals keep their health under control. At the same time, the organization can improve the continuous healing relationships because often patients stay unaware of their health problems and go to our healthcare professionals when their health problems have already started to progress.
The second rule implies customization based on patients’ needs and values. In this regard, our organization attempts to meet patients’ needs through the development of an individual approach to each patient. Our healthcare professionals conduct an in-depth examination of each patient and study the history of their illness. However, our healthcare professionals still fail to study and understand values of our patients, especially if patients have a different cultural background compared to professionals. Obviously, some patients have a different cultural background and a different set of values compared to our healthcare professionals. As a result, when our healthcare professionals extrapolate their values on their patients they may be offensive in relation to patients simply because of the difference in their values.
The third rule positions a patient as a source of control. In this regard, patients should be capable to control their own health and track the development of health problems. However, our organization fails to implement this rule because the implementation of this rule will need training of our patients. Nevertheless, our organization still attempts to teach our patients that they need to consult their doctor any time they feel a discomfort or they feel anxious about their health. As a result, many patients do not wait if they feel that something is wrong with their health and go to our healthcare professionals immediately.
The fourth rule implies the shared knowledge and free flow of information. In this regard, our organization combines successfully patients’ privacy and the sharing information between healthcare professionals. As a rule, the information shared between healthcare professionals refers to their professional knowledge, the use of different methods of treatment, including innovative ones, and other professional information. At the same time, the information related to the health of a patient is stored in his or her electronic records and is available to the healthcare professional who treats the patient at the moment.
The fifth rule is the evidence-based decision-making. In this regard, our healthcare professionals take decision on the ground of evidence only. This means that they need to conduct an in-depth examination of a patient before taking any decision on his or her treatment. On the other hand, the problem of wasting time arises because examination needs time, while urgent patients may need urgent aid. As a result, our healthcare professionals still have to learn to take decisions fast. Our organization provides our healthcare professionals with training to improve the decision making process.
The sixth rule implies safety as a system properly. In our organization, safety is the primary concern of healthcare professionals and we have no troubles in this regard. In addition, safety is always controlled respectively to the established standards of safety.
The seventh rule is the need for transparency (Guo & Anderson, 2005). In this regard, our organization faces substantial problems because, being the military organization, we cannot be absolutely transparent for some information stay to be hidden from the public eye. Therefore, it is only the change of the status of our organization that can change the situation for better to meet the seventh rule.
The eighth rule implies the anticipation of needs. Our healthcare professionals anticipate needs of our patients studying the history of their illnesses along with the analysis of the community’s environment and risk factors that can contribute to the development of certain health problems.
The ninth rule stresses the importance of the continuous decrease in waste. Basically, our organization attempts to optimize its performance saving time of our patients preserving the high quality of diagnosing and treatment that is achieved through the high qualification level of our healthcare professionals and electronic recordings of their histories.
Finally, the tenth rule implies the cooperation among clinicians, which, in case of our organization, is well-developed. On the one hand, we share knowledge between our healthcare professionals, organize training courses within our organization and cooperate with other healthcare organizations to share knowledge and experience.

 
References
Guo, K. L. & Anderson, D. (2005). “The new health care paradigm: Roles and competencies of leaders in the service line management approach.” International Journal of Health Care Quality Assurance.18: 6/7.