LEADER 09006nam 2200553Ia 450 001 9910819641203321 005 20200520144314.0 010 $a1-118-60399-0 010 $a1-118-60367-2 035 $a(CKB)24989751500041 035 $a(NjHacI)9924989751500041 035 $a(MiAaPQ)EBC1323609 035 $a(JP-MeL)3000111409 035 $a(Au-PeEL)EBL1323609 035 $a(CaPaEBR)ebr10738066 035 $a(CaONFJC)MIL507235 035 $a(OCoLC)832706791 035 $a(MiAaPQ)EBC7103857 035 $a(EXLCZ)9924989751500041 100 $a20130319d2013 uy 0 101 0 $aeng 135 $aur||||||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 00$aTransforming health care leadership $ea systems guide to improve patient care, decrease costs, and improve population health /$fMichael Maccoby ... [et al.] 205 $a1st ed. 210 $aSan Francisco $cJossey-Bass$dc2013 215 $a1 online resource (xxx, 384 pages) $cillustrations 300 $a??????: NormanCliffordL., NormanC.Jane, MargoliesRichard 320 $aIncludes bibliographical references and index. 327 $aTransforming 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. 327 $a6 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. 327 $a10 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. 327 $aCombinations 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. 330 $aTransforming 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. 606 $aHealth facilities$xBusiness management$zUnited States 606 $aLeadership$zUnited States 615 0$aHealth facilities$xBusiness management 615 0$aLeadership 676 $a362.1068 701 $aMaccoby$b Michael$f1933-$01753383 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910819641203321 996 $aTransforming health care leadership$94189223 997 $aUNINA