15 courses with the subject HCIN, each shown exactly as we captured it from the college's catalog, with every element we hold. Where the wording looks broken, that is our reading of the catalog, not the college's text.
HCIN 6000The American Health Care System
The American health care system is a product of its history and of policy decisions made in doctors' offices, boardrooms, and congressional committee chambers over many decades—and presents opportunities for innovation. This course examines the structure and economics of health care financing and delivery in the United States, including private health insurance, Medicare, pharmaceuticals, and behavioral health; surveys the present structure of the American health care system and the history of efforts to reform health care at the federal level; and evaluates efforts to reform payment, expand access, and improve the quality of health care services. Lectures and interviews by active experts address successful policy change in health care, being a policy advocate, and proposing innovations to address needs within the health care system. You will draft a policy memo that analyzes an exigent challenge and recommends a policy innovation to inform and persuade a decision-maker of your choice.
Connected strategies have the potential to radically transform health care business models. By designing connected relationships and architectures, and developing digital and analog networks, we may be able to improve quality of care while also making efficient use of resources. These strategies can enhance existing organizations and foster disruptive innovation. In this course you will practice building connected customer relationships, designing connection architectures, understanding new revenue models, and creating the infrastructure of connection. You will design a connected strategy for your organization or service and develop frameworks to build upon in future endeavors. Mutually Exclusive: HCIN 6100 1 Course Unit University of Pennsylvania Catalog 2003
Throughout the Addressing Challenges lab, you will collaborate closely with a group of classmates to investigate a problem space: access to high-quality health care. Together, you will define a problem that lends itself to generating impactful and innovative solutions. After learning the fundamentals of human-centered design thinking, your team will conduct background research with end users, analyze your findings, and define a problem. In the final week your team will present your problem statement to a panel of health care experts for constructive feedback.
HCIN 6020BBehavioral Economics and Decision Making
This course is a continuation of HCIN6020A, Behavioral Economics and Decision Making. In the final weeks of the course, you will focus on structuring and implementing incentive programs, utilizing social forces to shape behavior, and applying behavioral economics to implementation science. As a final project, you will design a behavioral intervention plan, with a funding request, to address poor health metrics. Students must successfully complete HCIN 6020A in the Fall term before taking this course. Students will receive a single letter grade and earn 1 CU total for HCIN 6020A and 6020B. Two Term Class, Student must enter first term; credit given after both terms are complete 0.5 Course Units 2026-27 Catalog | Generated 08/03/26
Total Course Units 10 Either CIS 5550 Internet and Web Systems or CIS 5690 GPU Computing for Machine Learning Systems, but not both, must be taken as one of the 7 core courses. If you take eight core courses, one can be used to fulfill a technical elective requirement. See Penn Engineering Online course catalog. HCIN 6022 should only be taken as an elective if students plan to apply for the Graduate Certificate in Health Care and Technology from the Perelman School of Medicine. All SEAS students entering the Graduate Certificate in Health Care and Technology must take this course as part of their degree studies. SEAS students taking this course for credit in an engineering degree must complete a final project focused on an area of computer science.
Throughout the Master of Health Care Innovation, you have learned innovation and leadership skills and techniques that will help you transform health care for the better. This 9-week lab offers you a safe space to practice and hone those skills with the goal of generating positive change in future projects. To start, you will choose a project that matches the needs of your professional setting with your skills and strengths, within the context of what is doable in a limited scope and timeframe. You will take stock of your strengths and the resources at your disposal; practice key innovation techniques including contextual inquiry, problem definition, and creative divergence; right-size your project; and refine your rhetorical skills to construct persuasive pitches calibrated to various audiences of stakeholders and decision makers. You may come away with a project you wish to pursue further in your professional setting. However, the most important outcome of this lab will be the experience you gain from immersing yourself in the innovation and design process.
This course examines the innovation lifecycle for health care delivery from the perspectives of health care business operations, regulation, and quality measurement. The first half of the course focuses on the connection between quality and value. You will learn methods to analyze problem spaces to understand how they might produce value, and for whom. The second half examines techniques for getting to a pilot and for scaling and sustaining new products and services. You will learn how leaders in industry and government evaluate health care innovations. You will hear cases that highlight the real-world experience of innovators at every step in the process. In a group-based project, you will take on the role of internal innovation consultants and conduct stakeholder interviews with AI-driven characters to take an idea from concept to pilot. You will come away with a portfolio of consulting materials, as well as a pitch to stakeholders. 1 Course Unit 2026-27 Catalog | Generated 08/03/26
This course surveys health economics through its principles, insurance, physicians, hospitals and related care, and regulation and integration. Dynamic lectures cover the role of economics in health; differences between health economics and other branches of the discipline; supply, demand, and equilibrium; and the iron triangle of health care (access, cost, and quality). Key health insurance concepts are introduced—risk l aversion, moral hazard, cost sharing, and adverse selection—along with a practical overview of the calculations that underlie pricing decisions. You will learn about the relationship between physicians and patients, supplier-induced demand, alternative payment models, the economics of primary care and of specialization, and the role of nonprofit and for-profit hospitals in the health care system. The course concludes with the legal and regulatory structures that govern hospital systems and hospitals’ regional market power, by examining vertical and horizontal integration, price discrimination, price fixing, mergers, and antitrust laws. In the final assignment, you will apply course concepts to health equity issues.
This course surveys the leadership skills and legal knowledge necessary to navigate the complexities of the health care industry at the highest levels. The first unit explores concepts, experience, and skills analysis necessary to develop a personal leadership checklist and an organizational leadership strategy. The second half surveys the legal regimes that govern medical care in the United States, including the types of health law formation (cases, statutes, administrative regulations) and the multiple federal, state, and local institutions involved in the creation and application of the law. You will apply course lessons through a case study, in which you place yourself in the shoes of a health system leader during the early weeks of the COVID-19 pandemic. Assignments also cover drafting leadership guides, leading in a crisis, communicating persuasively, confidentiality and malpractice, and rationing care.
HCIN 6062AI and Data Transformation in Health Care
Whether we are using AI to diagnose lung cancer or machine learning to predict hospitalization risk, algorithms are transforming medicine and health care. Most algorithms are based on routinely collected health care data. But too often algorithms are deployed without understanding what we are trying to predict and where the data are coming from. Through lectures, case studies, and interviews with leaders from across the health care ecosystem, we will discuss how to turn routine health care data into an algorithm, how to evaluate the validity of AI products, and how to understand liability and policy implications around algorithms in health care. This course will help you understand how to use data to transform care delivery and work with technical experts to design or select approaches that are right for your needs.
In this course, you will apply state-of-the-art innovation methodologies to improve health care for patients, clinicians, and organizations. Rooted in design thinking and human-centered design, this course guides you through the development of innovation projects from idea generation, through problem definition, testing, and preparing for delivery. You will identify unexamined assumptions about your professional environment to gain practice in defining strategies for solving health care problems. These strategies include 1) engaging in contextual inquiry to reveal what others have missed, 2) reframing problems to enable the development of high-impact solutions, 3) practicing intentional divergence to challenge initial, unproductive concepts, and 4) testing hypotheses to generate data quickly and at low cost. The goal of this course is to provide you with tools to develop innovative solutions to pressing health care problems, and to produce the types of early data that enable organizations to support, promote, and ultimately adopt those solutions at scale. Assignments help you practice each step, including drafting a plan for an innovation project and creating a short pitch for a spontaneous meeting with your supervisor. 1 Course Unit
se Total Course Units 4 ts All SEAS students entering the certificate must take this course as part 1 of their degree studies. Students in MCIT will take this as an elective; 1 students in MSE-DS or MSE-AI must take this as a “Free Elective.” SEAS students taking this course for credit in an engineering degree must complete a final project focused on an area of computer science. * Students need to complete a total of four courses (4.0 CUs) with a cumulative GPA of at least 3.0 to earn the certificate. 12 The degree and major requirements displayed are intended as a guide for students entering in the Fall of 2026 and later. Students should ive consult with their academic program regarding final certifications and so requirements for graduation. Health Care Innovation, Certificate The Certificate in Health Care Innovation allows Penn faculty members, staff members, and currently enrolled graduate and professional students to enroll in a selection of online courses from the Master of Health Care Innovation. Students take courses individually according to their needs and interests, or complete four of these courses within three years to receive a Certificate in Health Care Innovation. Topics include health policy, operations management, behavioral economics, innovation methodology, and health equity. For more information: https://improvinghealthcare.mehp.upenn.edu/ program/graduate-certificate-health-care-innovation (https:// improvinghealthcare.mehp.upenn.edu/program/graduate-certificate- health-care-innovation/)
There has been no shortage of recommendations from executives, consultants, and self-declared experts on how to improve health care. Yet health care systems still struggle with problems of cost, quality, and access—exacerbated by high employee turnover and provider burnout. Across the country, however, we have seen successes with innovative practices related to care coordination and standardization, the expansion of community health and palliative care, and new models of behavioral health. Through lectures, conversations with health care leaders, and your own investigation, we will explore the elements that have facilitated those successes. Topics include 1) leading innovation and organizational transformation, 2) facilitating a culture of inclusivity and engagement, 3) leveraging data, 4) aligning incentives, and 5) implementing transformation. You will gain insights into why efforts at organizational transformation succeed and learn techniques to apply these insights at every level of an organization. You will come away with a set of strategies for implementing innovation and transformation in your professional setting. 1 Course Unit University of Pennsylvania Catalog 2005 Health Care Management (HCMG)
