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| Preface | |
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| Acknowledgments | |
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| Editors | |
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| Contributors | |
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| Leadership for Innovation: From Knowledge Creation to Transforming Health Care | |
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| Leadership and the Healthcare Professions | |
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| Leadership and the Elements of Complexity | |
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| Emergence and Leadership in Complex Systems | |
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| Leadership and the Four Levels of Emergence | |
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| Leadership and Complex Adaptive Systems Hierarchy | |
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| Leadership, Groups, and Innovation | |
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| Leadership and Coordination in the Innovative Organization | |
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| Conclusion | |
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| Creating the Organizational Context for Innovation | |
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| A New Look at the Environment | |
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| Culture and Innovation | |
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| Innovation Leadership | |
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| Conclusion | |
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| Innovation in Action: A Practical System for Getting Results | |
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| An Innovation Model | |
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| Finding an Innovation Challenge | |
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| Doing the Deep Dive | |
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| Generating Testable Ideas | |
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| Designing Prototypes | |
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| Creating Your Plan for Diffusion | |
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| Conclusion | |
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| Directed Creativity: How to Generate New Ideas for Transforming Health Care | |
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| Defining Creativity and Implications for Thinking | |
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| Some Theory for Directed Creativity: The Mechanics of the Mind | |
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| Tools for Directed Creativity | |
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| Conclusion | |
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| Transdisciplinary Design and Innovation in the Classroom | |
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| Empathic Thinking | |
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| Transdisciplinary Learning | |
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| Creative Problem Solving | |
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| Tangible Outcomes | |
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| InnovationSpace | |
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| Conclusion | |
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| Launch Pad: Creating the Business Case for Innovation | |
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| Entrepreneurship | |
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| Results Perspective of Entrepreneurship: Value | |
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| "How" Perspective of Entrepreneurship: Value Creation | |
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| Storytelling Perspective of Entrepreneurship: Business Model, Plan, and Story | |
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| Coaching Approach to Launch Pad | |
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| Conclusion | |
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| Transforming Healthcare Quality Through Innovations in Evidence-Based Practice | |
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| EBP Paradigm and the Role of Innovation Within the Paradigm | |
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| Creating a Culture to Implement and Sustain EBP Innovations in Healthcare Settings | |
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| Conclusion | |
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| Combining Diffusion of Innovation, Complex, Adaptive Healthcare Organizations, and Whole Systems Shared Governance: 21st Century Alchemy | |
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| From Here to There | |
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| Shift Happens | |
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| Are You Rigid and Frozen in Place? | |
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| Complexity Science, Systems, and Complex Adaptive Systems | |
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| Systems | |
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| Organizations, Machines, and Predictability | |
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| 1 + I Does Not Always Equal 2 | |
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| Those Were the Days | |
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| From Complicated to Complex | |
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| Complex Adaptive Systems | |
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| Getting Organized for Success | |
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| Whole Systems Shared Governance | |
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| Diffusion of Innovation | |
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| Getting There: Alchemy for the 21st Century | |
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| Conclusion | |
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| Leadership, Innovation, and Healing Spaces | |
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| Leadership in Transforming Healthcare Design | |
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| Magic at the Intersection | |
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| Educating Leaders in Healthcare Design | |
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| Innovation in Education: Charting the Future of Healthcare Design and Healing Environments | |
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| Harnessing Creative Potential to Create Truly Healing Environments | |
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| Philosophy and Culturally Driven Design | |
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| Trends and Innovations in Facility Design | |
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| Going Green: A New Key Design Initiative with Innovation Opportunity | |
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| Becoming an Innovation Leader in Healthcare Facility Design | |
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| Conclusion | |
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| Acknowledgments | |
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| The Intuitive Leader | |
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| Intuition: Quantum Intelligence | |
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| Creating 21st Century Competitive Advantage | |
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| Mapping Absolute Reality | |
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| Shift into Intuitive Leadership | |
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| Instruments and Receptors of Intuitive Thinking | |
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| Issue of Experience | |
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| Personal Intuitive Leadership Attributes | |
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| Coaching | |
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| Applications of Intuitive Leadership | |
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| Leadership and the Future | |
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| Index | |