Quantum Leadership:Creating Sustainable Value in Health Care [5 ed.] 9781284110777, 128411077X

Table of contents :
Title Page
Copyright
DEDICATION
CONTENTS
PREFACE
ACKNOWLEDGMENTS
CASE STUDY INSTRUCTIONS
CHAPTER ONE A New Landscape for Leadership: Changing the Health Script in an Age of Value
Chapter Objectives
Leading in a World of Constant Movement
Newton and Organizational Design
Leading in the Post-Digital Age
Change Is
Postdigital Leadership
Endless Change
The Quantum Character of Leadership
The Compression of Time Will Affect How Work Is Done
Change and Effectiveness
Conclusion
CHAPTER TWO Ten Complexity Principles for Leaders Advancing Value in the Quantum Age
Chapter Objectives
Chaos and Complexity and the Drive for Value
Principle 1: Wholes Are Not Just the Sum of Their Parts
Principle 2: All Health Care Is Local
Principle 3: Value Is Now the Centerpiece of Service Delivery
Principle 4: Simple Systems Aggregate to Complex Systems
Principle 5: Diversity Is Essential to Life
Principle 6: Error Is Essential to Success
Principle 7: Systems Thrive When All of Their Functions Intersect and Interact
Principle 8: Equilibrium and Disequilibrium Are in Constant Tension
Principle 9: Change Is Generated from the Center Outward Reflects
Principle 10: Revolution Results from the Aggregation of Local Changes
Conclusion
CHAPTER THREE Innovation Leadership and Professional Governance: Building the Structure for Transformation
Chapter Objectives
Rationale for Healthcare Innovation
Definitions and Concepts Update
Innovation and the Quantum Leader
Innovation Label versus Innovation Role
Conclusion
CHAPTER FOUR Innovation and Opportunity: Leading Through the White Water of Change
Chapter Objectives
Driving the Culture of Innovation
Equity and Partnership
Decisions and Structures
The Centrality of the Point of Service
Alignment, Not Motivation
Creating Stakeholder Value
The Contextual/Strategic Role of the Board
The C-Suite and the Context for Innovation
First-Line Leaders: The Catalyst for Innovation
Creating a Context That Supports the Innovator
Innovation and the Membership Community
Balancing Innovation with Value
Differentiating Roles in Innovation
Leadership and the Will to Innovate
Conclusion
CHAPTER FIVE From Evidence to Innovation: Measuring the Foundations of Practice and Value
Chapter Objectives
Key Drivers for Change
A Very Complex System
New Healthcare Valuation Model
Conclusion
CHAPTER SIX Diversity and Difference: Managing Conflict in a Transdisciplinary Network
Chapter Objectives
Growth and Transformation
Avoiding Unnecessary Conflict
Team-Based Conflict Issues
Identity-Based Conflict
Interest-Based Conflict
People and Behavior
Conclusion
CHAPTER SEVEN Leading Constant Movement: Transforming Chaos and Crisis
Chapter Objectives
Normative and Nonnormative Crisis
The Leader’s Perception of Crisis
Understanding Crisis
Complexity and Technology
Complexity and Organizations
Adaptive Capacity and Change
The Human Resources Focus
Adaptive Capacity in Human Organizations
Strategic Crisis Management
Synthesizing External and Internal Factors
Strategic Core
Team Performance
Team Outcomes
User Expectations
The Partnership Team Process Factors
Impact on Outcomes
Internalization and Externalization
Ensuring a Strong Service Core
Crisis and Environmental Scanning
Crisis Preparedness
Planning
Recovery/Salvage Stage
Adaptive Effectiveness
Conclusion
CHAPTER EIGHT The Focused Leader: Embracing Vulnerability, Risk Taking, and the Potential to Succeed
Chapter Objectives
Leadership Fitness in the New Millennium
Vulnerability
Power
The Cycle of Vulnerability
New Relationships
Complexity Communication
Collective Mindfulness
Is There a Choice?
Conclusion
CHAPTER NINE Healing Brokenness: Transforming Error, Engaging Failure
Chapter Objectives
Failure and Error in General
Failures and Errors in Healthcare Service
Transforming a Punitive Culture
Healthcare Leadership: Issues and Opportunities
Conclusion
CHAPTER TEN The Fully Engaged Leader: Demonstrating Capacity to Sustain Relationships
Chapter Objectives
Underpinnings of Emotional Competence
Nature of Emotional Competence
Emotional Risks of Leadership
Benefits of Emotional Competence in Health Care
Developing Emotional Competence
Emotionally Incompetent Behaviors
Team Emotional Competence
Connecting with Generations of Workers
Conclusion
CHAPTER ELEVEN Toxic Organizations and People: The Leader as Transformer
Chapter Objectives
Healing Is Our Business?
Toxic Behaviors
Ten Principles for Minimizing Toxic Behavior in Organizations
Conclusion
CHAPTER TWELVE Coaching for Unending Change: Transforming the Membership Community
Chapter Objectives
From Responsibility to Accountability
Transforming Work and the Transforming Worker
Evolution and Revolution
The Learning Organization
Organizing for Transformation
Dealing with the Lack of Time
The Leader as Revolutionary
Innovation Coaching
Making Integration Work
Addressing Problems Head On
Eliminating Firefighting Altogether
Conclusion
CHAPTER THIRTEEN The Leader’s Courage to Be Willing: Building a Context for Hope
Chapter Objectives
A Context for Hope
Will
Strategies to Facilitate Willingness
Relighting the Lamp
Conclusion
CHAPTER FOURTEEN Engaging the Spirit of Leadership: Becoming a Living Leader
Chapter Objectives
Chaos and the Call to Leadership
Self-Management and Creativity
Creativity and Innovation
Exercising the Spirit
Spiritual Intelligence: Ten Mindful Rules of the Road
Becoming Self
Listening for the Sounds of Change
Finding Spirit in the Chaos
The Compensations of Ignorance
Mystery
Synthesis and Synergy
APPENDIX: Quiz Answers
INDEX