Transforming Health Care Leadership
A Systems Guide to Improve Patient Care, Decrease Costs, and Improve Population Health
Transforming Health Care Leadership
A Systems Guide to Improve Patient Care, Decrease Costs, and Improve Population Health
- Gebundenes Buch
- Merkliste
- Auf die Merkliste
- Bewerten Bewerten
- Teilen
- Produkt teilen
- Produkterinnerung
- Produkterinnerung
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…mehr
- Peter MuennigCost-Effectiveness Analysis in Health111,99 €
- Yosef D DlugaczValue-Based Health Care90,99 €
- Eugene C NelsonValue by Design101,99 €
- Lu A. AdayDesigning and Conducting Health Surveys90,99 €
- Eugene C. NelsonQuality by Design101,99 €
- S. Lori Brown / Roselie A. Bright / Dale R. Tavris (eds.)Medical Device Epidemiology and Surveillance357,99 €
- William N RomEnvironmental Policy and Public Health101,99 €
-
-
-
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
- Produktdetails
- Verlag: John Wiley & Sons / Wiley
- Seitenzahl: 416
- Erscheinungstermin: 5. August 2013
- Englisch
- Abmessung: 237mm x 164mm x 27mm
- Gewicht: 674g
- ISBN-13: 9781118505632
- ISBN-10: 1118505638
- Artikelnr.: 37766629
- Verlag: John Wiley & Sons / Wiley
- Seitenzahl: 416
- Erscheinungstermin: 5. August 2013
- Englisch
- Abmessung: 237mm x 164mm x 27mm
- Gewicht: 674g
- ISBN-13: 9781118505632
- ISBN-10: 1118505638
- Artikelnr.: 37766629
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
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