Health care organizations are challenged to improve care at the bedside for patients, learn from individual patients to improve population health, and reduce per capita costs. To achieve these aims, leaders are needed in all parts of the organization need positive solutions. Transforming Health Care Leadership provides healthcare leaders with the knowledge and tools to master the unprecedented level of change that health care organizations and their leaders now face. It also challenges management myths that served in bureaucracies but mislead in learning organizations.
Autorentext
Michael Maccoby, PhD, is president of The Maccoby Group in Washington, DC and an associate fellow at the Said Business School, Oxford University.
Clifford L. Norman, MA, ASQ Certified Quality Engineer, is a consultant with Associates in Process Improvement (API) and co-owner of Profound Knowledge Products, Inc. He is a member of the American Society for Quality (ASQ).
C. Jane Norman, BS, MBA, ASQ Certified Quality Engineer, is a consultant and president of Austin API, Inc. and Profound Knowledge Products, Inc.
Richard Margolies, PhD, is a psychologist and vice president of the Maccoby Group who assists leaders in developing their leadership and strategy.
Klappentext
Praise for Transforming Health Care Leadership
"The authors of this book provide the necessary tools for health care leaders to build a learning organization that can make the Triple Aim a realitybetter patient care, at lower per-capita cost, while learning to improve population health."
Donald M. Berwick, MD, MPP, FRCP, president emeritus and senior fellow, Institute for Healthcare Improvement; former administrator, Centers for Medicare & Medicaid Services
"This book is a must for every nurse leader's library and should be a resource and tool in every graduate nursing program, particularly those who are preparing doctoral students focused on systems leadership. It is full of experiential learning, and brings leadership to life."
Alexia Green, RN, PhD, FAAN, professor and dean emeriti, Anita Thigpen Perry School of Nursing, Texas Tech University Health Sciences Center
"At a time when bold changes are necessary in the delivery of health services to improve outcomes and lower costs, the authors provide both compelling reasons for change and specific case studies of how it can be done. This is an important resource for leaders at every level in every part of the health sector today. It should be required reading for all those who want to improve the performance of their part of our medical enterprise."
John Rother, president and CEO, National Coalition on Health Care
"Transforming Health Care Leadership is a well-constructed guide to transforming health care by creating transformational leadership. Anyone serious about improving health carewho has hope that we can actually succeed at making things better for our patients and communities while practicing good financial stewardshipneeds to read this book."
Tony Joseph, MD, founder, The Healthcare Accreditation Colloquium
Inhalt
Figures, Tables, Exhibits xiii
Preface xxi
The Authors xxix
Part 1: The Challenge to Health Care Organizations and Creating the Leadership Team 1
1 Introduction: From Management Myths to Strategic Intelligence 3
Plan of the Book 8
Part 1: The Challenge to Health Care Organizations and Creating the Leadership Team 8
Part 2: Strategic Intelligence and Profound Knowledge for Leading 9
Part 3: Learning from Other Leaders and Creating a Path Forward 11
Key Terms 11
2 Why and How Health Care Organizations Need to Change 13
The Purpose of the Preliminary Research 18
The Model of Change 18
Changing Modes of Production in Health Care 20
Health Care in Learning Organizations 20
Leadership for Learning 23
The Human Side of Change 24
Approach to Service 25
The Role of Culture 26
The Mayo Model 27
Summary 29
Key Terms 31
Exercises 31
3 Leading Health Care Change 35
Summary 43
Key Terms 43
Exercises 43
4 Developing a Leadership Philosophy 45
How to Develop a Philosophy 46
Purpose 46
Ethical and Moral Reasoning 46
Levels of Moral Reasoning 47
Practical Values 48
Gap Analysis 50
Definition of Results 51
Using the Purpose to Define Results: Cherokee Nation Health Services 52
The Mayo Clinic Organization Philosophy 53
Summary 56
Key Terms 56
Exercises 56
Part 2: Strategic Intelligence and Profound Knowledge for Leading 59
5 Leading with Strategic Intelligence and Profound Knowledge 61
Foresight 63
Visioning as Designing the Idealized Organization 64
Partnering 65
Motivating 68
Profound Knowledge 68
Understanding Systems 69
Understanding Variation 71
Understanding Psychology 72
Understanding Theory of Knowledge 73
Employing Strategic Intelligence and Profound Knowledge 74
Summary 75
Key Terms 75
Exercises 76
6 Changing Health Care Systems with Systems Thinking 77
Interdependence 84
What Do We Mean by Process? 85
Two Kinds of Complexity 87
Classifications of Processes 89
Defining the System 93
Why Systems Thinking Is Difficult 96
Changing a System 97
Leverage, Constraints, and Bottlenecks 98
Systems and People: Improving Behavior 100
Summary 102
Key Terms 103
Exercises 103
7 Statistical Thinking for Health Care Leaders: Knowledge About Variation 107
Interpretation of a Control Chart 110
Avoiding the Two Kinds of Mistakes in Reacting to Variation 114
Graphical Display Using Statistical Thinking 115
Power of Simple Run Charts for Data Display 120
Leadership to Improve Population Health 127
Summary 131
Key Terms 131
Exercises 132
8 Understanding the Psychology of Collaborators 137
Personality Intelligence 139
Talents and Temperament 139
Social Character 140
Drives 141
Motivational Types 144
Identities and Philosophy 148
Bureaucratic and Interactive Values 149
Bureaucratic and Interactive 149
Motivation: Popular Ideas to Unlearn 151
Maslow's Hierarchy of Needs Theory 151
Maccoby's Critique of Maslow's Theory 152
Hawthorne Experiments: Maccoby Critique 152
Using Personality Intelligence 155