Catalogue


Transforming health care leadership : a systems guide to improve patient care, decrease costs, and improve population health /
Michael Maccoby ... [et al.].
edition
1st ed.
imprint
San Francisco : Jossey-Bass, c2013.
description
xxx, 384 p. : ill.
ISBN
9781118505632 (hardback)
format(s)
Book
Holdings
More Details
imprint
San Francisco : Jossey-Bass, c2013.
isbn
9781118505632 (hardback)
contents note
Introduction : from management myths to strategic intelligence -- Why and how health care organizations need to change -- Leading health care change -- Developing a leadership philosophy -- Leading with strategic intelligence and profound knowledge -- Changing health care systems with systems thinking -- Statistical thinking for health care leaders -- Understanding the psychology of collaborators -- A health care leader's role in building knowledge -- Three case studies : mastering change -- Leading change : first steps in employing strategic intelligence to get results.
abstract
"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"--Provided by publisher.
catalogue key
11301007
 
Includes bibliographical references and index.
A Look Inside
Excerpts
Flap Copy
Transforming Health Care Leadership is a guide for gaining the knowledge and mastering the tools to successfully meet the unprecedented challenges that health care organizations and their leaders now face. The authors rebut management myths that may have worked in yesterday's health care bureaucracies but have no place in the learning organizations that are coming to dominate this field. 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, new kinds of leaders are needed in all parts of the organization. These leaders need to apply and integrate: Strategic Intelligence (foresight, partnering, visioning, motivating) Profound Knowledge (systems, variation, personality intelligence, theory of knowledge) Shared Philosophy (purpose, practical values, ethics and moral reasoning, definition of results) Methods and Tools based on the above to move a health care organization from a bureaucracy to a learning organization that can rapidly adapt to continual change. Readers will learn to thrive and succeed in today's environment, by improving the patient's experience, challenging prevailing assumptions about cost, and raising the health of the populations they serve.
Summaries
Back Cover Copy
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
Bowker Data Service Summary
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. This book 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.
Library of Congress Summary
"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"--Provided by publisher.
Main Description
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.
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 leaders 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
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
Table of Contents
Figures, Tables, Exhibitsp. xiii
Prefacep. xxi
The Authorsp. xxix
The Challenge to Health Care Organizations and Creating the Leadership Teamp. 1
Introduction: From Management Myths to Strategic Intelligencep. 3
Plan of the Bookp. 8
Part 1: The Challenge to Health Care Organizations and Creating the Leadership Teamp. 8
Part 2: Strategic Intelligence and Profound Knowledge for Leadingp. 9
Part 3: Learning from Other Leaders and Creating a Path Forwardp. 11
Key Termsp. 11
Why and How Health Care Organizations Need to Changep. 13
The Purpose of the Preliminary Researchp. 18
The Model of Changep. 18
Changing Modes of Production in Health Carep. 20
Health Care in Learning Organizationsp. 20
Leadership for Learningp. 23
The Human Side of Changep. 24
Approach to Servicep. 25
The Role of Culturep. 26
The Mayo Modelp. 27
Summaryp. 29
Key Termsp. 31
Exercisesp. 31
Leading Health Care Changep. 35
Summaryp. 43
Key Termsp. 43
Exercisesp. 43
Developing a Leadership Philosophyp. 45
How to Develop a Philosophyp. 46
Purposep. 46
Ethical and Moral Reasoningp. 46
Levels of Moral Reasoningp. 47
Practical Valuesp. 48
Gap Analysisp. 50
Definition of Resultsp. 51
Using the Purpose to Define Results: Cherokee Nation Health Servicesp. 52
The Mayo Clinic Organization Philosophyp. 53
Summaryp. 56
Key Termsp. 56
Exercisesp. 56
Strategic Intelligence and Profound Knowledge for Leadingp. 59
Leading with Strategic Intelligence and Profound Knowledgep. 61
Foresightp. 63
Visioning as Designing the Idealized Organizationp. 64
Partneringp. 65
Motivatingp. 68
Profound Knowledgep. 68
Understanding Systemsp. 69
Understanding Variationp. 71
Understanding Psychologyp. 72
Understanding Theory of Knowledgep. 73
Employing Strategic Intelligence and Profound Knowledgep. 74
Summaryp. 75
Key Termsp. 75
Exercisesp. 76
Changing Health Care Systems with Systems Thinkingp. 77
Interdependencep. 84
What Do We Mean by Process?p. 85
Two Kinds of Complexityp. 87
Classifications of Processesp. 89
Defining the Systemp. 93
Why Systems Thinking Is Difficultp. 96
Changing a Systemp. 97
Leverage, Constraints, and Bottlenecksp. 98
Systems and People: Improving Behaviorp. 100
Summaryp. 102
Key Termsp. 103
Exercisesp. 103
Statistical Thinking for Health Care Leaders: Knowledge About Variationp. 107
Interpretation of a Control Chartp. 110
Avoiding the Two Kinds of Mistakes in Reacting to Variationp. 114
Graphical Display Using Statistical Thinkingp. 115
Power of Simple Run Charts for Data Displayp. 120
Leadership to Improve Population Healthp. 127
Summaryp. 131
Key Termsp. 131
Exercisesp. 132
Understanding the Psychology of Collaboratorsp. 137
Personality Intelligencep. 139
Talents and Temperamentp. 139
Social Characterp. 140
Drivesp. 141
Motivational Typesp. 144
Identities and Philosophyp. 148
Bureaucratic and Interactive Valuesp. 149
Bureaucratic and Interactivep. 149
Motivation: Popular Ideas to Unlearnp. 151
Maslow's Hierarchy of Needs Theoryp. 151
Maccoby's Critique of Maslow's Theoryp. 152
Hawthorne Experiments: Maccoby Critiquep. 152
Using Personality Intelligencep. 155
Creating the Environment for Intrinsic Motivation: The Five Rs of Motivation and the Seven Value-Drivesp. 155
Leading with the Heartp. 160
Disciplines of the Heartp. 163
Seeing Things as They Are-Deep Listeningp. 163
Listening and Responding to Othersp. 164
Summaryp. 165
Key Termsp. 166
Exercisesp. 167
A Health Care Leader's Role in Building Knowledgep. 169
How Do Theories Evolve?p. 170
Learning and Continuous Improvementp. 174
Shared Meaning and Operational Definitionsp. 176
Utilizing a Standard Methodology for Learning in the Organizationp. 177
Using Multiple PDSA Cycles to Build Knowledgep. 184
The Leader as Learner and Teacherp. 186
Summaryp. 188
Key Termsp. 188
Exercisesp. 189
Learning from Other Leaders and Creating a Path Forwardp. 191
Three Case Studies: Mastering Changep. 193
Case Study A: System for Mastering Change in Jönköping County Council, Swedenp. 197
Case Study B: A Medical Director-Leader Improves Care in Dialysis Clinicsp. 219
Case Study C: Building a Learning Organization at OCHIN, Portland, Oregon, United Statesp. 232
Key Termsp. 256
Leading Change: First Steps in Employing Strategic Intelligence to Get Resultsp. 259
Assessing and Defining Purpose for the Organizationp. 260
Assessing the Learning Organizationp. 263
Aligning Roles to Support the Organization's Purposep. 264
Leading Health Carep. 269
Developing a Leadership Philosophy and Practical Valuesp. 270
Summarizing and Interpreting Results from the Practical Values Gap Survey for Leadership Team Learningp. 272
Strategic Intelligence and Profound Knowledge for Changing Systemsp. 274
Summarizing and Interpreting Results from the Strategic Intelligence Inventory for Leadership Team Learningp. 277
Developing Personality Intelligencep. 281
Systems Thinking: Creating a System Map of Your Organizationp. 283
Process of Change: Idealized Designp. 288
Understanding the Psychology of Partners and Collaboratorsp. 290
Translating the Vision and Strategy to Actionable Approachesp. 291
Leading Individual and Team Improvement Efforts to Achieve the Visionp. 294
The Sponsor Report: Keeping Leaders in the Communication Loopp. 296
Learning from Improvement Effortsp. 299
Redeployment of Resourcesp. 301
Removing Barriers and Obstaclesp. 302
Summaryp. 309
Key Termsp. 310
Appendixp. 311
Leadership Personality Surveyp. 311
Social Character Questionnairep. 318
Scoring of Social Character Questionnairep. 319
Understanding Leadership Personalityp. 320
The Caring (Freud's Erotic) Leadership Personalityp. 322
The Visionary (Freud's Narcissistic) Leadership Personalityp. 324
The Exacting (Freud's Obsessive) Leadership Personalityp. 326
The Adaptive (Fromm's Marketing) Leadership Personalityp. 328
Leadership Personality Examplesp. 330
Combinations of Typesp. 332
CARING-Dominant Mixed Leadership Typesp. 332
VISIONARY-Dominant Mixed Leadership Typesp. 335
EXACTING-Dominant Mixed Leadership Typesp. 337
ADAPTIVE-Dominant Mixed Leadership Typesp. 339
Mixed Type and Social Characterp. 342
Farming-Craft Social Characterp. 342
Bureaucratic Social Characterp. 343
Interactive Social Characterp. 344
Glossaryp. 345
Indexp. 367
Table of Contents provided by Ingram. All Rights Reserved.

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