09006nam 2200553Ia 450 991081964120332120200520144314.01-118-60399-01-118-60367-2(CKB)24989751500041(NjHacI)9924989751500041(MiAaPQ)EBC1323609(JP-MeL)3000111409(Au-PeEL)EBL1323609(CaPaEBR)ebr10738066(CaONFJC)MIL507235(OCoLC)832706791(MiAaPQ)EBC7103857(EXLCZ)992498975150004120130319d2013 uy 0engur|||||||||||txtrdacontentcrdamediacrrdacarrierTransforming health care leadership a systems guide to improve patient care, decrease costs, and improve population health /Michael Maccoby ... [et al.]1st ed.San Francisco Jossey-Bassc20131 online resource (xxx, 384 pages) illustrationsその他の著者: NormanCliffordL., NormanC.Jane, MargoliesRichardIncludes bibliographical references and index.Transforming Health Care Leadership: A Systems Guide to Improve Patient Care, Decrease Costs, and Improve Population Health -- Contents -- Figures, Tables, Exhibits -- Preface -- The Authors -- Part 1: The Challenge to Health Care Organizations and Creating the Leadership Team -- 1 Introduction: From Management Myths to Strategic Intelligence -- Plan of the Book -- Part 1: The Challenge to Health Care Organizations and Creating the Leadership Team -- Part 2: Strategic Intelligence and Profound Knowledge for Leading -- Part 3: Learning from Other Leaders and Creating a Path Forward -- Key Terms -- 2 Why and How Health Care Organizations Need to Change -- The Purpose of the Preliminary Research -- The Model of Change -- Changing Modes of Production in Health Care -- Health Care in Learning Organizations -- Leadership for Learning -- The Human Side of Change -- Approach to Service -- The Role of Culture -- The Mayo Model -- Summary -- Key Terms -- Exercises -- 3 Leading Health Care Change -- Summary -- Key Terms -- Exercises -- 4 Developing a Leadership Philosophy -- How to Develop a Philosophy -- Purpose -- Ethical and Moral Reasoning -- Levels of Moral Reasoning -- Practical Values -- Gap Analysis -- Definition of Results -- Using the Purpose to Define Results: Cherokee Nation Health Services -- The Mayo Clinic Organization Philosophy -- Summary -- Key Terms -- Exercises -- Part 2: Strategic Intelligence and Profound Knowledge for Leading -- 5 Leading with Strategic Intelligence and Profound Knowledge -- Foresight -- Visioning as Designing the Idealized Organization -- Partnering -- Motivating -- Profound Knowledge -- Understanding Systems -- Understanding Variation -- Understanding Psychology -- Understanding Theory of Knowledge -- Employing Strategic Intelligence and Profound Knowledge -- Summary -- Key Terms -- Exercises.6 Changing Health Care Systems with Systems Thinking -- Interdependence -- What Do We Mean by Process? -- Two Kinds of Complexity -- Classifications of Processes -- Defining the System -- Why Systems Thinking Is Difficult -- Changing a System -- Leverage, Constraints, and Bottlenecks -- Systems and People: Improving Behavior -- Summary -- Key Terms -- Exercises -- 7 Statistical Thinking for Health Care Leaders: Knowledge About Variation -- Interpretation of a Control Chart -- Avoiding the Two Kinds of Mistakes in Reacting to Variation -- Graphical Display Using Statistical Thinking -- Power of Simple Run Charts for Data Display -- Leadership to Improve Population Health -- Summary -- Key Terms -- Exercises -- 8 Understanding the Psychology of Collaborators -- Personality Intelligence -- Talents and Temperament -- Social Character -- Drives -- Motivational Types -- Identities and Philosophy -- Bureaucratic and Interactive Values -- Bureaucratic and Interactive -- Motivation: Popular Ideas to Unlearn -- Maslow's Hierarchy of Needs Theory -- Maccoby's Critique of Maslow's Theory -- Hawthorne Experiments: Maccoby Critique -- Using Personality Intelligence -- Creating the Environment for Intrinsic Motivation: The Five Rs of Motivation and the Seven Value-Drives -- Leading with the Heart -- Disciplines of the Heart -- Seeing Things as They Are-Deep Listening -- Listening and Responding to Others -- Summary -- Key Terms -- Exercises -- 9 A Health Care Leader's Role in Building Knowledge -- How Do Theories Evolve? -- Learning and Continuous Improvement -- Shared Meaning and Operational Definitions -- Utilizing a Standard Methodology for Learning in the Organization -- Using Multiple PDSA Cycles to Build Knowledge -- The Leader as Learner and Teacher -- Summary -- Key Terms -- Exercises -- Part 3: Learning from Other Leaders and Creating a Path Forward.10 Three Case Studies: Mastering Change -- Case Study A: System for Mastering Change in Jönköping County Council, Sweden -- Case Study B: A Medical Director-Leader Improves Care in Dialysis Clinics -- Case Study C: Building a Learning Organization at OCHIN, Portland, Oregon, United States -- Key Terms -- 11 Leading Change: First Steps in Employing Strategic Intelligence to Get Results -- Assessing and Defining Purpose for the Organization -- Assessing the Learning Organization -- Aligning Roles to Support the Organization's Purpose -- Leading Health Care -- Developing a Leadership Philosophy and Practical Values -- Summarizing and Interpreting Results from the Practical Values Gap Survey for Leadership Team Learning -- Strategic Intelligence and Profound Knowledge for Changing Systems -- Summarizing and Interpreting Results from the Strategic Intelligence Inventory for Leadership Team Learning -- Developing Personality Intelligence -- Systems Thinking: Creating a System Map of Your Organization -- Process of Change: Idealized Design -- Understanding the Psychology of Partners and Collaborators -- Translating the Vision and Strategy to Actionable Approaches -- Leading Individual and Team Improvement Efforts to Achieve the Vision -- The Sponsor Report: Keeping Leaders in the Communication Loop -- Learning from Improvement Efforts -- Redeployment of Resources -- Removing Barriers and Obstacles -- Summary -- Key Terms -- Appendix -- Leadership Personality Survey -- Social Character Questionnaire -- Scoring of Social Character Questionnaire -- Understanding Leadership Personality -- The Caring (Freud's Erotic) Leadership Personality -- The Visionary (Freud's Narcissistic) Leadership Personality -- The Exacting (Freud's Obsessive) Leadership Personality -- The Adaptive (Fromm's Marketing) Leadership Personality -- Leadership Personality Examples.Combinations of Types -- CARING-Dominant Mixed Leadership Types -- VISIONARY-Dominant Mixed Leadership Types -- EXACTING-Dominant Mixed Leadership Types -- ADAPTIVE-Dominant Mixed Leadership Types -- Mixed Type and Social Character -- Farming-Craft Social Character -- Bureaucratic Social Character -- Interactive Social Character -- Glossary -- Index.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.Health facilitiesBusiness managementUnited StatesLeadershipUnited StatesHealth facilitiesBusiness managementLeadership362.1068Maccoby Michael1933-1753383MiAaPQMiAaPQMiAaPQBOOK9910819641203321Transforming health care leadership4189223UNINA