This groundbreaking book is based on an innovative model developed by David Shore that serves as the foundation for his Forces of Change program. Forces of Change offers an invaluable guide and sourcebook for the latest thinking on how organizations and their leaders can navigate an ever-changing health care marketplace. The book's emphasis on creating competitive advantage and developing implementation strategies could scarcely be more timely or more in demand.
This groundbreaking book is based on an innovative model developed by David Shore that serves as the foundation for his Forces of Change program. Forces of Change offers an invaluable guide and sourcebook for the latest thinking on how organizations and their leaders can navigate an ever-changing health care marketplace. The book's emphasis on creating competitive advantage and developing implementation strategies could scarcely be more timely or more in demand.
David A. Shore, PhD, is the founder and director of the Harvard School of Public Health's Forces of Change Program, Trust Initiative, and Project Management in Health Care programs.
Inhaltsangabe
Editor's Preface vii David A. Shore, Harvard School of Public Health Acknowledgments xiii The Editor xv The Contributors xvii Part One: Can We Get Better? 1 1 Framing the Forces of Change 3 David A. Shore 2 The Market Dynamics of Health Care 21 Eric D. Kupferberg, Northeastern University, Harvard School of Public Health 3 Transformational Leadership: The Key to Success 35 Michael J. Dowling, North Shore-LIJ Health System, Harvard School of Public Health Part Two: The Elements of Change 49 4 Employee Engagement and the Transformation of the Health Care Industry 51 Max Caldwell, Towers Watson 5 Patient Safety in the Era of Health Care Reform 67 Lucian Leape, Harvard School of Public Health 6 Health Care Reform and Technological Innovation 85 David Shoultz, Philips Electronics 7 Health Care IT: A Critical Enabler for Health Care Transformation 101 John P. Glaser, Siemens Healthcare 8 Health Care IT: A Reality Check 115 Ashish K. Jha, Harvard School of Public Health 9 A Systematic Solution: Integrated Health Care Management 129 Jeff Margolis, The TriZetto Group Part Three: Reshaping the Organization 147 10 Stakeholder Interactions: Can We Transform Bad Behavior? 149 Eric D. Kupferberg 11 The Trust Prescription: How Health Care Organizations Can Win the Confidence and Compliance of Their Key Stakeholders 169 David A. Shore 12 A Winning Brand: Leveraging the Power of Intangible Assets 191 David A. Shore 13 Implementing Health Care Change through Projects 211 David A. Shore Endnotes 229 Index 253
Editor's Preface vii David A. Shore, Harvard School of Public Health Acknowledgments xiii The Editor xv The Contributors xvii Part One: Can We Get Better? 1 1 Framing the Forces of Change 3 David A. Shore 2 The Market Dynamics of Health Care 21 Eric D. Kupferberg, Northeastern University, Harvard School of Public Health 3 Transformational Leadership: The Key to Success 35 Michael J. Dowling, North Shore-LIJ Health System, Harvard School of Public Health Part Two: The Elements of Change 49 4 Employee Engagement and the Transformation of the Health Care Industry 51 Max Caldwell, Towers Watson 5 Patient Safety in the Era of Health Care Reform 67 Lucian Leape, Harvard School of Public Health 6 Health Care Reform and Technological Innovation 85 David Shoultz, Philips Electronics 7 Health Care IT: A Critical Enabler for Health Care Transformation 101 John P. Glaser, Siemens Healthcare 8 Health Care IT: A Reality Check 115 Ashish K. Jha, Harvard School of Public Health 9 A Systematic Solution: Integrated Health Care Management 129 Jeff Margolis, The TriZetto Group Part Three: Reshaping the Organization 147 10 Stakeholder Interactions: Can We Transform Bad Behavior? 149 Eric D. Kupferberg 11 The Trust Prescription: How Health Care Organizations Can Win the Confidence and Compliance of Their Key Stakeholders 169 David A. Shore 12 A Winning Brand: Leveraging the Power of Intangible Assets 191 David A. Shore 13 Implementing Health Care Change through Projects 211 David A. Shore Endnotes 229 Index 253
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