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Transforming Health Care Leadership
A Systems Guide to Improve Patient Care, Decrease Costs, and Improve Population Health
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Main description:

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 reality better 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 care who has hope that we can actually succeed at making things better for our patients and communities while practicing good financial stewardship needs to read this book."


Tony Joseph, MD, founder, The Healthcare Accreditation Colloquium


Back cover:

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 reality better 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 care who has hope that we can actually succeed at making things better for our patients and communities while practicing good financial stewardship needs to read this book."


Tony Joseph, MD, founder, The Healthcare Accreditation Colloquium


Contents:

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


Defi nition of Results 51


Using the Purpose to Defi ne 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


Classifi cations of Processes 89


Defi ning 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


Creating the Environment for Intrinsic Motivation: The Five Rs of Motivation and the Seven Value–Drives 155


Leading with the Heart 160


Disciplines of the Heart 163


Seeing Things as They Are Deep


Listening 163


Listening and Responding to Others 164


Summary 165


Key Terms 166


Exercises 167


9 A Health Care Leader s Role in Building Knowledge 169


How Do Theories Evolve? 170


Learning and Continuous Improvement 174


Shared Meaning and Operational Defi nitions 176


Utilizing a Standard Methodology for Learning in the Organization 177


Using Multiple PDSA Cycles to Build Knowledge 184


The Leader as Learner and Teacher 186


Summary 188


Key Terms 188


Exercises 189


Part 3: Learning from Other Leaders and Creating a Path Forward 191


10 Three Case Studies: Mastering Change 193


Case Study A: System for Mastering Change in Jönköping County Council, Sweden 197


Case Study B: A Medical Director–Leader Improves Care in Dialysis Clinics 219


Case Study C: Building a Learning Organization at OCHIN, Portland, Oregon, United States 232


Key Terms 256


11 Leading Change: First Steps in Employing Strategic Intelligence to Get Results 259


Assessing and Defi ning Purpose for the Organization 260


Assessing the Learning Organization 263


Aligning Roles to Support the Organization s Purpose 264


Leading Health Care 269


Developing a Leadership Philosophy and Practical Values 270


Summarizing and Interpreting Results from the Practical Values Gap Survey for Leadership Team Learning 272


Strategic Intelligence and Profound Knowledge for Changing Systems 274


Summarizing and Interpreting Results from the Strategic Intelligence Inventory for Leadership Team Learning 277


Developing Personality Intelligence 281


Systems Thinking: Creating a System Map of Your Organization 283


Process of Change: Idealized Design 288


Understanding the Psychology of Partners and Collaborators 290


Translating the Vision and Strategy to Actionable Approaches 291


Leading Individual and Team Improvement Efforts to Achieve the Vision 294


The Sponsor Report: Keeping Leaders in the Communication Loop 296


Learning from Improvement Efforts 299


Redeployment of Resources 301


Removing Barriers and Obstacles 302


Summary 309


Key Terms 310


Appendix 311


Leadership Personality Survey 311


Social Character Questionnaire 318


Scoring of Social Character Questionnaire 319


Understanding Leadership Personality 320


The Caring (Freud s Erotic) Leadership Personality 322


The Visionary (Freud s Narcissistic) Leadership Personality 324


The Exacting (Freud s Obsessive) Leadership Personality 326


The Adaptive (Fromm s Marketing) Leadership Personality 328


Leadership Personality Examples 330


Combinations of Types 332


CARING–Dominant Mixed Leadership Types 332


VISIONARY–Dominant Mixed Leadership Types 335


EXACTING–Dominant Mixed Leadership Types 337


ADAPTIVE–Dominant Mixed Leadership Types 339


Mixed Type and Social Character 342


Farming–Craft Social Character 342


Bureaucratic Social Character 343


Interactive Social Character 344


Glossary 345


Index 367


PRODUCT DETAILS

ISBN-13: 9781118603673
Publisher: John Wiley & Sons
Publication date: September, 2013
Pages: 300
Dimensions: 150.00 x 240.00 x 26.72

Subcategories: General Practice, Public Health