Preface |
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viii | |
Acknowledgments |
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xii | |
Case Study Instructions |
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xiv | |
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Chapter One A New Landscape for Leadership: Changing the Health Script in an Age of Value |
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1 | (52) |
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Leading in a World of Constant Movement |
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2 | (2) |
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Newton and Organizational Design |
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4 | (1) |
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Leading in the Postdigital Age |
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5 | (2) |
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7 | (1) |
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8 | (2) |
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10 | (4) |
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The Quantum Character of Leadership |
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14 | (21) |
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The Compression of Time Will Affect How Work Is Done |
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35 | (3) |
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38 | (2) |
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40 | (13) |
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Chapter Two Ten Complexity Principles for Leaders Advancing Value in the Quantum Age |
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53 | (52) |
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Chaos and Complexity and the Drive for Value |
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56 | (3) |
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Principle 1 Wholes Are Not Just the Sum of Their Parts |
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59 | (4) |
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Principle 2 All Health Care Is Local |
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63 | (3) |
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Principle 3 Value Is Now the Centerpiece of Service Delivery |
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66 | (2) |
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Principle 4 Simple Systems Aggregate to Complex Systems |
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68 | (3) |
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Principle 5 Diversity Is Essential to Life |
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71 | (1) |
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Principle 6 Error Is Essential to Success |
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72 | (2) |
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Principle 7 Systems Thrive When All of Their Functions Intersect and Interact |
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74 | (5) |
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Principle 8 Equilibrium and Disequilibrium Are in Constant Tension |
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79 | (3) |
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Principle 9 Change Is Generated from the Center Outward |
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82 | (3) |
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Principle 10 Revolution Results from the Aggregation of Local Changes |
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85 | (5) |
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90 | (15) |
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Chapter Three Innovation Leadership and Professional Governance: Building the Structure for Transformation |
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105 | (34) |
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107 | (1) |
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Rationale for Healthcare Innovation |
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108 | (7) |
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Innovation Label Versus Innovation Role |
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115 | (10) |
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125 | (14) |
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Chapter Four Innovation and Opportunity: Leading Through the White Water of Change |
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139 | (48) |
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Driving the Culture of Innovation |
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140 | (2) |
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142 | (1) |
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143 | (4) |
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The Centrality of the Point-of-Service |
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147 | (2) |
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Alignment, Not Motivation |
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149 | (5) |
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Creating Stakeholder Value |
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154 | (1) |
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The Contextual/Strategic Role of the Board |
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155 | (3) |
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The C-Suite and the Context for Innovation |
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158 | (1) |
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First-Line Leaders: The Catalyst for Innovation |
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159 | (3) |
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Creating a Context That Supports the Innovator |
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162 | (2) |
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Innovation and the Membership Community |
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164 | (2) |
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Balancing Innovation with Value |
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166 | (1) |
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Differentiating Roles in Innovation |
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167 | (3) |
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Leadership and the Will to Innovate |
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170 | (2) |
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172 | (15) |
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Chapter Five From Evidence to Innovation: Measuring the Foundations of Practice and Value |
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187 | (30) |
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188 | (5) |
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193 | (1) |
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Emergence and Uncertainty |
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194 | (2) |
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New Healthcare Valuation Model |
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196 | (11) |
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207 | (10) |
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Chapter Six Diversity and Difference: Managing Conflict in a Transdisciplinary Network |
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217 | (54) |
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Growth and Transformation |
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220 | (2) |
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Avoiding Unnecessary Conflict |
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222 | (5) |
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Team-Based Conflict Issues |
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227 | (2) |
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229 | (16) |
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245 | (12) |
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257 | (2) |
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259 | (12) |
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Chapter Seven Leading Constant Movement: Transforming Chaos and Crisis |
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271 | (54) |
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Normative and Nonnormative Crisis |
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272 | (1) |
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The Leader's Perception of Crisis |
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273 | (1) |
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274 | (1) |
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Complexity and Technology |
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275 | (1) |
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Complexity and Organizations |
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276 | (1) |
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Adaptive Capacity and Change |
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277 | (2) |
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The Human Resources Focus |
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279 | (1) |
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Adaptive Capacity in Human Organizations |
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280 | (2) |
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Strategic Crisis Management |
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282 | (3) |
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Macro Considerations for Organizational Crisis |
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285 | (2) |
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Synthesizing External and Internal Factors |
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287 | (1) |
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288 | (1) |
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289 | (1) |
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290 | (2) |
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292 | (1) |
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The Partnership Team Process Factors |
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293 | (6) |
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299 | (2) |
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Internalization and Externalization |
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301 | (2) |
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Ensuring a Strong Service Core |
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303 | (1) |
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Crisis and Environmental Scanning |
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304 | (4) |
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308 | (1) |
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308 | (2) |
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310 | (2) |
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312 | (3) |
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315 | (10) |
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Chapter Eight The Focused Leader: Embracing Vulnerability, Risk Taking, and the Potential to Succeed |
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325 | (46) |
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Leadership Fitness in the New Millennium |
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326 | (1) |
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327 | (1) |
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328 | (3) |
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The Cycle of Vulnerability |
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331 | (12) |
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343 | (5) |
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348 | (4) |
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352 | (1) |
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Strategies for Cultivating Leadership Vulnerability |
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353 | (4) |
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357 | (1) |
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357 | (14) |
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Chapter Nine Transforming Error and Engaging Failure Toward a Culture of Safety |
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371 | (46) |
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Creating the Context for Safety |
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372 | (1) |
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373 | (2) |
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375 | (1) |
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376 | (6) |
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382 | (1) |
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383 | (1) |
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383 | (2) |
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Healthcare Leadership: Issues and Opportunities |
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385 | (19) |
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Highly Reliable Organizations and Safety Culture |
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404 | (1) |
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404 | (13) |
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Chapter Ten The Fully Engaged Leader: Demonstrating Capacity to Sustain Relationships |
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417 | (42) |
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Underpinnings of Emotional Competence |
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419 | (3) |
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Nature of Emotional Competence |
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422 | (11) |
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Emotional Risks of Leadership |
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433 | (1) |
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Benefits of Emotional Competence in Health Care |
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434 | (5) |
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Developing Emotional Competence |
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439 | (3) |
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Emotionally Incompetent Behaviors |
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442 | (1) |
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Team Emotional Competence |
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443 | (3) |
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Connecting with Generations of Workers |
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446 | (2) |
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448 | (11) |
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Chapter Eleven Toxic Organizations and People: The Leader as Transformer |
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459 | (44) |
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Cultures Depend on Healthy Individuals to Help Patients Heal |
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461 | (1) |
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How Does Toxicity Develop? |
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462 | (1) |
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How Leaders Shape Culture |
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463 | (1) |
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Leadership Polarity Dominates |
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464 | (1) |
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Millennial Nurses Crave Connection |
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464 | (2) |
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466 | (14) |
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Ten Principles for Minimizing Toxic Behavior in Organizations |
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480 | (9) |
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489 | (14) |
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Chapter Twelve Coaching for Unending Change: Transforming the Membership Community |
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503 | (48) |
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From Responsibility to Accountability |
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504 | (4) |
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Transforming Work and the Transforming Worker |
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508 | (2) |
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510 | (1) |
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The Learning Organization |
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511 | (5) |
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Organizing for Transformation |
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516 | (4) |
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Dealing with the Lack of Time |
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520 | (4) |
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The Leader as Revolutionary |
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524 | (3) |
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527 | (5) |
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532 | (2) |
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Addressing Problems Head On |
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534 | (3) |
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Eliminating Firefighting Altogether |
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537 | (3) |
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540 | (11) |
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Chapter Thirteen The Leader's Courage to Be Willing: Building a Context for Hope |
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551 | (36) |
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552 | (1) |
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553 | (8) |
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Strategies to Facilitate Willingness |
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561 | (13) |
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574 | (2) |
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576 | (11) |
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Chapter Fourteen Engaging the Spirit of Leadership: Becoming a Living Leader |
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587 | (44) |
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Chaos and the Call to Leadership |
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588 | (3) |
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Self-Management and Creativity |
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591 | (3) |
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Creativity and Innovation |
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594 | (10) |
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604 | (4) |
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Spiritual Intelligence: 10 Mindful Rules of the Road |
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608 | (5) |
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613 | (1) |
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Listening for the Sounds of Change |
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614 | (2) |
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Finding Spirit in the Chaos |
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616 | (1) |
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The Compensations of Ignorance |
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617 | (2) |
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619 | (1) |
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620 | (11) |
Appendix: Quiz Answers |
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631 | (2) |
Index |
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633 | |