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