Health care organizations are challenged to improve care at the bedside for patients, learn from individual patients to improve population health, and reduce per capita costs. To achieve these aims, leaders are needed in all parts of the organization need positive solutions. Transforming Health Care Leadership provides healthcare leaders with the knowledge and tools to master the unprecedented level of change that health care organizations and their leaders now face. It also challenges management myths that served in bureaucracies but mislead in learning organizations.
For decades, the manufacturing industry has employed the Toyota Production System the most powerful production method in the world to reduce waste, improve quality, reduce defects and increase worker productivity. In 2001, Virginia Mason Medical Center, an integrated healthcare delivery system in Seattle, Washington set out to achieve its compe
A succinct and practical primer on healthcare transformation, Leading Healthcare Transformation is a key resource for all clinicians in leadership positions. It summarizes high-profile healthcare topics and includes a synopsis of the evidence, examples, lessons learned, and key action steps for each topic covered.Providing cutting-edge insights fro
The challenge of transforming organizational culture is at the heart of many key movements in contemporary healthcare, and understanding culture change has become a core leadership competency. However, much current practice is based on antiquated and psychologically unsophisticated theories, leaving leaders inadequately prepared for the complex task of implementing change. Leading Change in Healthcare presents relationship-centered administration, an effective new evidence-based alternative to traditional culture change methodologies. It integrates fresh insights and methods from complexity science, positive psychology and relationship-centered care, enabling a more spontaneous and reflective approach to change management. This fosters greater organizational awareness and real participation, as well as improved productivity and creativity, as well as staff recruitment and retention. Case studies drawn from primary care, hospitals, long-term care, professional education, international NGOs and other settings, rather than emphasizing the end results, are demonstrations of how to apply relationship-centered administration in everyday practice. Leading Change in Healthcare is a key resource for all practitioners, students and teachers of healthcare management, medical educators, and leaders in all areas of healthcare provision. 'We need a new way of seeing, a new way of leading - and the authors provide a clear guide and resources for the path ahead. Leading Change in Healthcare offers hope - and a method. A daily dose is just what the change doctor ordered.' from the Foreword by Carol Aschenbrener.
2011 AJN Book of the Year Winner in Leadership and Management! The ultimate goal for Doctor of Nursing Practice (DNP) leaders is to develop skills that will support their ability to lead effectively through complex challenges-such as working within the constraints of tight budgets, initiating health care policy change to eliminate health disparities, and improving health care outcomes at all levels of care. This text is an invaluable instructional guide for nursing graduate students who are developing the skills needed to fulfill this new and emerging role of clinical leadership. With this book, nurses can develop leadership skills that will ultimately transform health care practice by incorporating innovative professional models of care. It provides critical information and practical tools to enhance leadership, drawing from the works of experts in business and health care leadership. This book is an important resource for DNP students, nurse practitioners, and current clinical leaders dealing with the challenges of health care for the next generation. Key topics: Cultivating the characteristics of a transformational leader: charisma, innovation, inspiration, intellect, and more Developing the role of the DNP within complex organizational systems Incorporating new care delivery, practice, and management models through leadership Navigating power, politics, and policy: building the team, understanding economics and finance, and more
This innovative book analyses the evolving nature of leadership, exploring an ever-increasing range of theoretical concepts and applying these to practices within healthcare organisations. A wide range of theories are covered, from behavioural to attitudinal, socio-cognitive to contingency, and social exchange to team. By identifying the common underlying characteristics that are present in leadership styles and approaches, the author successfully crafts a useful model that is adaptable to different scenarios and contexts within the realms of healthcare management. Offering a series of detailed case studies from around the world, this book proposes three crucial concepts for leadership within the health sector: leadership credibility, professional credibility and organisational dynamics. Both scholars and practitioners will find the theoretical framework provided in this book insightful and applicable in real-life situations.
This book is a reference guide for healthcare executives and technology providers involved in the ongoing digital transformation of the healthcare sector. The book focuses specifically on the challenges and opportunities for health systems in their journey toward a digital future. It draws from proprietary research and public information, along with interviews with over one hundred and fifty executives in leading health systems such as Cleveland Clinic, Partners, Mayo, Kaiser, and Intermountain as well as numerous technology and retail providers. The authors explore the important role of technology and that of EHR systems, digital health innovators, and big tech firms in the ongoing digital transformation of healthcare. Importantly, the book draws on the accelerated learnings of the healthcare sector during the COVID-19 pandemic in their digital transformation efforts to adopt telehealth and virtual care models. Features of this book: Provides an understanding of the current state of digital transformation and the factors influencing the ongoing transformation of the healthcare sector. Includes interviews with executives from leading health systems. Describes the important role of emerging technologies; EHR systems, digital health innovators, and more. Includes case studies from innovative health organizations. Provides a set of templates and frameworks for developing and implementing a digital roadmap. Based on best practices from real-life examples, the book is a guidebook that provides a set of templates and frameworks for digital transformation practitioners in healthcare.
The Future of Nursing explores how nurses' roles, responsibilities, and education should change significantly to meet the increased demand for care that will be created by health care reform and to advance improvements in America's increasingly complex health system. At more than 3 million in number, nurses make up the single largest segment of the health care work force. They also spend the greatest amount of time in delivering patient care as a profession. Nurses therefore have valuable insights and unique abilities to contribute as partners with other health care professionals in improving the quality and safety of care as envisioned in the Affordable Care Act (ACA) enacted this year. Nurses should be fully engaged with other health professionals and assume leadership roles in redesigning care in the United States. To ensure its members are well-prepared, the profession should institute residency training for nurses, increase the percentage of nurses who attain a bachelor's degree to 80 percent by 2020, and double the number who pursue doctorates. Furthermore, regulatory and institutional obstacles-including limits on nurses' scope of practice-should be removed so that the health system can reap the full benefit of nurses' training, skills, and knowledge in patient care. In this book, the Institute of Medicine makes recommendations for an action-oriented blueprint for the future of nursing.
From Management to Leadership identifies the fundamental interpersonal skills that every health care leader (and aspiring leader) needs to develop in order to be a successful executive or manager. The third edition of the classic text offers suggestions for developing and improving essential health care leadership skills. Written to be a practical guide, the book presents concepts and skills that can be immediately applied to everyday situations. Completely revised and updated, this edition includes new concepts and resources based on the latest research and practices. Praise for the Third Edition of From Management to Leadership "As leaders, we want engagement, commitment, ownership, teamwork, and results. Jo Manion illuminates the interpersonal skills that are pivotal. She provides the how in a way that's convincing, refreshing, mind-stretching, and practical." —Wendy Leebov, EdD, president, Wendy Leebov and Associates "This third edition continues the tradition of enumerating the incisive and articulate response of leaders to the complexities of the age and of the necessary recalibration of the leader's role. I encourage contemporary leaders to see this text as a must have in their leadership library: I certainly have it in mine!" —Tim Porter-O'Grady, DM, EdD, ScD(h), APRN, FAAN, senior partner, Tim Porter-O'Grady Associates, Inc. and associate professor, College of Nursing and Health Innovation, Arizona State University "Finally, a book that addresses the need for health care leaders and aspiring leaders to be much more than good managers. This book gives practical, concrete, and insightful strategies to becoming a great leader." —Katherine W. Vestal, RN, PhD, FACHE, FAAN, president, Work Innovations LLC Companion Web site: www.josseybass.com/go/manion
Accelerating Health Care Transformation with Lean and Innovation: The Virginia Mason Experience describes how Virginia Mason Medical Center (VMMC) has systematically integrated innovative structures, methods, and cultural practices into its implementation of Lean. Describing how an organization can create a strategy and build a culture of innovation and learning, it supplies concrete examples that show how Lean and innovation can work hand-in-hand to improve and transform value streams. It also explains how to use the voices of patients and their families to drive improvement and innovation.
