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Quantum Leadership: Creating Sustainable Value in Health Care: Creating Sustainable Value in Health Care 6th New edition [Minkštas viršelis]

  • Formatas: Paperback / softback, 600 pages, weight: 1134 g
  • Išleidimo metai: 16-Oct-2020
  • Leidėjas: Jones and Bartlett Publishers, Inc
  • ISBN-10: 1284202259
  • ISBN-13: 9781284202250
Kitos knygos pagal šią temą:
  • Formatas: Paperback / softback, 600 pages, weight: 1134 g
  • Išleidimo metai: 16-Oct-2020
  • Leidėjas: Jones and Bartlett Publishers, Inc
  • ISBN-10: 1284202259
  • ISBN-13: 9781284202250
Kitos knygos pagal šią temą:
A&P Binding: NVPM Saleable

Quantum Leadership: Creating Sustainable Value in Health Care, Sixth Edition focuses on the issue of leadership within the shifting landscape of health care. With clarity and depth of detail, the text features theories about contemporary leadership within today’s increasingly complex and diverse healthcare delivery system. It works from a model of complexity leadership, in which leadership is not limited to those with certain titles but an attribute that every healthcare worker can develop for success in fast-moving, information-overloaded organizations.The Sixth Edition focuses on supporting high levels of interdisciplinary teamwork as a key leadership strategy to further advance the skills necessary to lead complex, cross-departmental teams. The unique hallmark of this text is its focus on the postindustrial, complex and highly mobile modern healthcare system. The authors emphasize the importance of the characteristics, elements, and role of leaders in guiding individuals and teams in these new models.Key FeaturesExplores both the value and role of social media in leadership and how to leverage this platform for awareness and communication Leadership succession planning Addresses the generational considerations leaders encounter in the modern healthcare work environment Integrates requirements for Quality Matters certification for online coursesNavigate 2 Premier Access
Preface viii
Acknowledgments xii
Case Study Instructions xiv
Chapter One A New Landscape for Leadership: Changing the Health Script in an Age of Value
1(52)
Leading in a World of Constant Movement
2(2)
Newton and Organizational Design
4(1)
Leading in the Postdigital Age
5(2)
Change Is
7(1)
Postdigital Leadership
8(2)
Endless Change
10(4)
The Quantum Character of Leadership
14(21)
The Compression of Time Will Affect How Work Is Done
35(3)
Change and Effectiveness
38(2)
Conclusion
40(13)
Chapter Two Ten Complexity Principles for Leaders Advancing Value in the Quantum Age
53(52)
Chaos and Complexity and the Drive for Value
56(3)
Principle 1 Wholes Are Not Just the Sum of Their Parts
59(4)
Principle 2 All Health Care Is Local
63(3)
Principle 3 Value Is Now the Centerpiece of Service Delivery
66(2)
Principle 4 Simple Systems Aggregate to Complex Systems
68(3)
Principle 5 Diversity Is Essential to Life
71(1)
Principle 6 Error Is Essential to Success
72(2)
Principle 7 Systems Thrive When All of Their Functions Intersect and Interact
74(5)
Principle 8 Equilibrium and Disequilibrium Are in Constant Tension
79(3)
Principle 9 Change Is Generated from the Center Outward
82(3)
Principle 10 Revolution Results from the Aggregation of Local Changes
85(5)
Conclusion
90(15)
Chapter Three Innovation Leadership and Professional Governance: Building the Structure for Transformation
105(34)
Definitions and Concepts
107(1)
Rationale for Healthcare Innovation
108(7)
Innovation Label Versus Innovation Role
115(10)
Conclusion
125(14)
Chapter Four Innovation and Opportunity: Leading Through the White Water of Change
139(48)
Driving the Culture of Innovation
140(2)
Equity and Partnership
142(1)
Decisions and Structures
143(4)
The Centrality of the Point-of-Service
147(2)
Alignment, Not Motivation
149(5)
Creating Stakeholder Value
154(1)
The Contextual/Strategic Role of the Board
155(3)
The C-Suite and the Context for Innovation
158(1)
First-Line Leaders: The Catalyst for Innovation
159(3)
Creating a Context That Supports the Innovator
162(2)
Innovation and the Membership Community
164(2)
Balancing Innovation with Value
166(1)
Differentiating Roles in Innovation
167(3)
Leadership and the Will to Innovate
170(2)
Conclusion
172(15)
Chapter Five From Evidence to Innovation: Measuring the Foundations of Practice and Value
187(30)
Key Drivers for Change
188(5)
A Very Complex System
193(1)
Emergence and Uncertainty
194(2)
New Healthcare Valuation Model
196(11)
Conclusion
207(10)
Chapter Six Diversity and Difference: Managing Conflict in a Transdisciplinary Network
217(54)
Growth and Transformation
220(2)
Avoiding Unnecessary Conflict
222(5)
Team-Based Conflict Issues
227(2)
Identity-Based Conflicts
229(16)
Interest-Based Conflicts
245(12)
People and Behavior
257(2)
Conclusion
259(12)
Chapter Seven Leading Constant Movement: Transforming Chaos and Crisis
271(54)
Normative and Nonnormative Crisis
272(1)
The Leader's Perception of Crisis
273(1)
Understanding Crisis
274(1)
Complexity and Technology
275(1)
Complexity and Organizations
276(1)
Adaptive Capacity and Change
277(2)
The Human Resources Focus
279(1)
Adaptive Capacity in Human Organizations
280(2)
Strategic Crisis Management
282(3)
Macro Considerations for Organizational Crisis
285(2)
Synthesizing External and Internal Factors
287(1)
Strategic Core
288(1)
Team Performance
289(1)
Team Outcomes
290(2)
User Expectations
292(1)
The Partnership Team Process Factors
293(6)
Impact on Outcomes
299(2)
Internalization and Externalization
301(2)
Ensuring a Strong Service Core
303(1)
Crisis and Environmental Scanning
304(4)
Crisis Preparedness
308(1)
Planning
308(2)
Recovery/Salvage Stage
310(2)
Adaptive Effectiveness
312(3)
Conclusion
315(10)
Chapter Eight The Focused Leader: Embracing Vulnerability, Risk Taking, and the Potential to Succeed
325(46)
Leadership Fitness in the New Millennium
326(1)
Vulnerability
327(1)
Power
328(3)
The Cycle of Vulnerability
331(12)
New Relationships
343(5)
Complexity Communication
348(4)
Collective Mindfulness
352(1)
Strategies for Cultivating Leadership Vulnerability
353(4)
Is There a Choice?
357(1)
Conclusion
357(14)
Chapter Nine Transforming Error and Engaging Failure Toward a Culture of Safety
371(46)
Creating the Context for Safety
372(1)
Just Culture
373(2)
Learning
375(1)
Teamwork
376(6)
Evidence-Based Practice
382(1)
Patient-Centered Care
383(1)
Leadership
383(2)
Healthcare Leadership: Issues and Opportunities
385(19)
Highly Reliable Organizations and Safety Culture
404(1)
Conclusion
404(13)
Chapter Ten The Fully Engaged Leader: Demonstrating Capacity to Sustain Relationships
417(42)
Underpinnings of Emotional Competence
419(3)
Nature of Emotional Competence
422(11)
Emotional Risks of Leadership
433(1)
Benefits of Emotional Competence in Health Care
434(5)
Developing Emotional Competence
439(3)
Emotionally Incompetent Behaviors
442(1)
Team Emotional Competence
443(3)
Connecting with Generations of Workers
446(2)
Conclusion
448(11)
Chapter Eleven Toxic Organizations and People: The Leader as Transformer
459(44)
Cultures Depend on Healthy Individuals to Help Patients Heal
461(1)
How Does Toxicity Develop?
462(1)
How Leaders Shape Culture
463(1)
Leadership Polarity Dominates
464(1)
Millennial Nurses Crave Connection
464(2)
Toxic Behaviors
466(14)
Ten Principles for Minimizing Toxic Behavior in Organizations
480(9)
Conclusion
489(14)
Chapter Twelve Coaching for Unending Change: Transforming the Membership Community
503(48)
From Responsibility to Accountability
504(4)
Transforming Work and the Transforming Worker
508(2)
Evolution and Revolution
510(1)
The Learning Organization
511(5)
Organizing for Transformation
516(4)
Dealing with the Lack of Time
520(4)
The Leader as Revolutionary
524(3)
Innovation Coaching
527(5)
Making Integration Work
532(2)
Addressing Problems Head On
534(3)
Eliminating Firefighting Altogether
537(3)
Conclusion
540(11)
Chapter Thirteen The Leader's Courage to Be Willing: Building a Context for Hope
551(36)
A Context for Hope
552(1)
Will
553(8)
Strategies to Facilitate Willingness
561(13)
Relighting the Lamp
574(2)
Conclusion
576(11)
Chapter Fourteen Engaging the Spirit of Leadership: Becoming a Living Leader
587(44)
Chaos and the Call to Leadership
588(3)
Self-Management and Creativity
591(3)
Creativity and Innovation
594(10)
Exercising the Spirit
604(4)
Spiritual Intelligence: 10 Mindful Rules of the Road
608(5)
Becoming Self
613(1)
Listening for the Sounds of Change
614(2)
Finding Spirit in the Chaos
616(1)
The Compensations of Ignorance
617(2)
Mystery
619(1)
Synthesis and Synergy
620(11)
Appendix: Quiz Answers 631(2)
Index 633
Tim Porter-OGrady has been involved in health care for 45 years and has held roles from clinical provider to senior executive in a variety of American health care settings. Tim is currently senior partner of an international healthcare consulting firm in Atlanta GA. USA (Tim Porter-OGrady Associates Inc.) since 1991 specializing in health futures, organizational innovation, conflict and change, as well as complex health service delivery models. He has advised leaders and policy-makers nationally on health reform during both the Clinton and Obama administrations. He is noted for his work on shared governance models, clinical leadership, conflict, innovation, complex systems, and health futures.' Tim holds faculty-scholar positions at 2 major universities (Arizona State University and Ohio State University), and is a registered mediator and arbitrator and an APRN wound specialist. 'He is a clinical volunteer wound specialist practicing at Mercy Care Clinics and Street Medicine in Atlanta. He has published 23 books (8 have won AJN health care book of the year awards) and over 200 proctored journal articles. Tim has been called an enthusiastic, energetic and inspiring presenter and teacher and has lectured internationally at over 500 venues.

Kathy Malloch is a recognized expert in leadership and the development of effective evidence-based processes and systems for patient care. Her uncanny focus on accountability and results is the hallmark of her practice. Her expertise has been useful to many organizations across the country.A nationally known writer and speaker, Dr. Malloch has been a registered nurse for over 40 years. Kathy has published extensively in proctored health journals. She is a frequent presenter and author on leadership topics, healthcare innovation, professional nursing practice, and patient classification systems.Dr. Malloch served as the first program director for the Arizona State University, College of Nursing and Health Innovation, Masters in Healthcare Innovation program. This innovative, multidisciplinary program is the first of its kind in the country. She continues to teach in the leadership of innovation track in the nursing doctoral program at Arizona State University. Most recently, Kathy and Tim Porter-OGrady created the Executive DNP Program at OSU-College of Nursing, Columbus, OH.Kathy is the designer of the Expert Nurse Estimation Patient Classification System (ENEPCS), an innovative model to integrate the role of the professional nurse in daily nurse-patient staffing to achieve the best outcomes. In 2008, ENEPCS was purchased by API Healthcare, a GE Company.Dr. Malloch is a graduate of Wayne State University, College of Nursing, received an MBA from Oakland University and a PhD in nursing from the University of Colorado. She is a member of the American Academy of Nursing.Currently Dr. Malloch also serves as: Past-President of the Arizona State Board of Nursing Professor of Practice, Arizona State University, College of Nursing and Health Innovation Clinical Professor, Ohio State University, College of Nursing Senior Consultant for Tim Porter-OGrady Associates