Today we are pleased to announce the timeline for the Trusted Exchange Framework and Common Agreement (TEFCA). The 21st Century Cures Act, signed by President Obama in 2016, calls on ONC to "develop or support a trusted exchange framework, including a common agreement among health information networks nationally."... The timeline released today-for completion of the Trusted Exchange Framework, the Common Agreement Version 1 and the Qualified Health Information Network (QHIN) Technical Framework (QTF) Version 1-establishes our goal to have this new network open for participation in the first quarter (Q1) of calendar year 2022.

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At the 2021 Digital health & Wellness Summit 2021 (DHWS21) in Barcelona, it was clear that integrated care based on openEHR will be a major focus for Catalonia's healthcare. Catalonia is a globally respected region for its innovative approach to healthcare. The major challenge the region faces is similar to what most healthcare organizations are seeing: inability to share or access data between different systems...The current EHR systems are also proving to be too expensive to maintain, as discussed by members of the panel. For this reasons the region has opted for a different approach. Catalonia is now investing 40 million Euros in a new digital health strategy that focuses on developing a new model of information systems and electronic health records (EHRs) that are based on openEHR’s - open data standards.

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Earlier in this series on talent management, I argued that emerging, talented leaders need space to flow to those places in the organization where they add value based on their unique talents and intrinsic motivations. If the organization's management and senior management set the right examples, extend trust, and listen, they can greatly accelerate the organization's transformation to a more open culture. But talent needs access to an organization's cliques and inner circles, its boards and executive teams, to really kickstart the kind of collaboration and mutual learning that will move the organization forward and create sustainable succession.

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In The Business Reinvention of Japan, Ulrike Schaede explores Japan's approach to economic development in the late 20th and early 21st century. Her thesis is that this approach-what she calls an "aggregate niche strategy"-offers important lessons for the West by balancing the pursuit of corporate profit with social stability, economic equality, and social responsibility and sustainability. It's also a case study in the power of open organization principles, which come to life in Schaede's account. I would argue that Japan's "aggregate niche strategy" was successful, in part, because of them. In this review, I'll explore Schaede's argument about Japan's economic development in order to demonstrate how open principles played a role in Japan's "reinvention." In this first part, I'll provide some historical, economic context necessary for understanding Schaede's argument. In the next part, I'll explore in more detail the implications of Japan's strategy and the role open principles clearly played in it.

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As part of HHS's response to President Biden's Executive Order on Ensuring a Data-Driven Response to COVID-19 and Future High-Consequence Public Health Threats, ONC's Health Information Technology Advisory Committee (HITAC) recently held an expert panel hearing to understand the performance of public health data systems during the COVID-19 pandemic response and other gap areas in current infrastructure ... Forthcoming recommendations from the Public Health Data Systems Task Force will identify and prioritize policy and technical gaps to be addressed in order to help ensure a more effective response to future public health threats. These recommendations are expected to be issued later this summer.

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As we continue to learn more about all of the factors that affect our health, where we live has proven to become more insightful over time. Our ability to study and measure health impacts, conduct public health monitoring across communities, deliver medications safely to patients, and a number of other efforts rely on the availability and accuracy of patient address data. Clinicians, researchers, and public health professionals must also have the ability to successfully link disparate records, which also requires standardized data.

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In my previous article on talent development in open organizations, I explained how senior and upper-level managers can help young leadership talent develop without taking an entirely "hands off" approach. The truth is that leadership talent rarely develops on its own, and if organizations wishing to become more open want to see open leaders thrive, upper management has a specific job to do. It must create balance-not only between the organization's conventional management principles and more open ones, but also (as I've explained before) between reason and feeling, head and heart. In other words, this involves creating a balance between individual ego and collective needs. These are the primary conditions for getting the entire organization moving in an open direction.

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