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Home > Accountable Care Organizations
Transforming Health Care Leadership: A Systems Guide to Improve Patient Care, Decrease Costs, and Improve Population Health
Transforming Health Care Leadership: A Systems Guide to Improve Patient Care, Decrease Costs, and Improve Population Health
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Table of Contents

  • Preface
  • Authors

    Section 1: From Management Myths to Strategic Intelligence

    1: Plan of the Book

    • The Challenge to Health Care Organizations and Creating the Leadership Team
    • Strategic Intelligence and Profound Knowledge for Leading
    • 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

    Section 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

    Section 3: Learning from Other Leaders and Creating a Path Forward

    10: Three Case Studies: Mastering Change

    • Case Study A: System for Mastering Change in Jonkoping 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

    Praise for Transforming Health Care Leadership: A Systems Guide to Improve Patient Care, Decrease Costs, and Improve Population Health

    "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

    About the Authors

    Michael Maccoby, PhD, is president of The Maccoby Group in Washington, DC and an associate fellow at the Said Business School, Oxford University. Clifford L. Norman, MA, ASQ Certified Quality Engineer, is a consultant with Associates in Process Improvement (API) and co-owner of Profound Knowledge Products, Inc. He is a member of the American Society for Quality (ASQ). C. Jane Norman, BS, MBA, ASQ Certified Quality Engineer, is a consultant and president of Austin API, Inc. and Profound Knowledge Products, Inc. Richard Margolies, PhD, is a psychologist and vice president of the Maccoby Group who assists leaders in developing their leadership and strategy.

  • Publication Date: August 2013
    Number of Pages: 416
    ISBN 10: 1118505638
    ISBN 13: 978-1-118-50563-2
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