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| Figures, Tables, Exhibits | |
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| Preface | |
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| The Authors | |
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| The Challenge to Health Care Organizations and Creating the Leadership Team | |
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| Introduction: From Management Myths to Strategic Intelligence | |
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| Plan of the Book | |
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| Part 1: The Challenge to Health Care Organizations and Creating the Leadership Team | |
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| Part 2: Strategic Intelligence and Profound Knowledge for Leading | |
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| Part 3: Learning from Other Leaders and Creating a Path Forward | |
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| Key Terms | |
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| Why and How Health Care Organizations Need to Change | |
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| The Purpose of the Preliminary Research | |
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| The Model of Change | |
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| Changing Modes of Production in Health Care | |
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| Health Care in Learning Organizations | |
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| Leadership for Learning | |
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| The Human Side of Change | |
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| Approach to Service | |
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| The Role of Culture | |
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| The Mayo Model | |
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| Summary | |
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| Key Terms | |
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| Exercises | |
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| Leading Health Care Change | |
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| Summary | |
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| Key Terms | |
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| Exercises | |
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| Developing a Leadership Philosophy | |
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| How to Develop a Philosophy | |
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| Purpose | |
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| Ethical and Moral Reasoning | |
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| Levels of Moral Reasoning | |
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| Practical Values | |
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| Gap Analysis | |
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| Definition of Results | |
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| Using the Purpose to Define Results: Cherokee Nation Health Services | |
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| The Mayo Clinic Organization Philosophy | |
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| Summary | |
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| Key Terms | |
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| Exercises | |
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| Strategic Intelligence and Profound Knowledge for Leading | |
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| Leading with Strategic Intelligence and Profound Knowledge | |
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| Foresight | |
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| Visioning as Designing the Idealized Organization | |
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| Partnering | |
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| Motivating | |
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| Profound Knowledge | |
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| Understanding Systems | |
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| Understanding Variation | |
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| Understanding Psychology | |
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| Understanding Theory of Knowledge | |
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| Employing Strategic Intelligence and Profound Knowledge | |
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| Summary | |
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| Key Terms | |
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| Exercises | |
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| Changing Health Care Systems with Systems Thinking | |
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| Interdependence | |
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| What Do We Mean by Process? | |
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| Two Kinds of Complexity | |
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| Classifications of Processes | |
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| Defining the System | |
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| Why Systems Thinking Is Difficult | |
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| Changing a System | |
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| Leverage, Constraints, and Bottlenecks | |
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| Systems and People: Improving Behavior | |
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| Summary | |
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| Key Terms | |
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| Exercises | |
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| Statistical Thinking for Health Care Leaders: Knowledge About Variation | |
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| Interpretation of a Control Chart | |
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| Avoiding the Two Kinds of Mistakes in Reacting to Variation | |
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| Graphical Display Using Statistical Thinking | |
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| Power of Simple Run Charts for Data Display | |
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| Leadership to Improve Population Health | |
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| Summary | |
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| Key Terms | |
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| Exercises | |
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| Understanding the Psychology of Collaborators | |
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| Personality Intelligence | |
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| Talents and Temperament | |
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| Social Character | |
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| Drives | |
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| Motivational Types | |
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| Identities and Philosophy | |
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| Bureaucratic and Interactive Values | |
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| Bureaucratic and Interactive | |
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| Motivation: Popular Ideas to Unlearn | |
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| Maslow's Hierarchy of Needs Theory | |
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| Maccoby's Critique of Maslow's Theory | |
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| Hawthorne Experiments: Maccoby Critique | |
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| Using Personality Intelligence | |
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| Creating the Environment for Intrinsic Motivation: The Five Rs of Motivation and the Seven Value-Drives | |
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| Leading with the Heart | |
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| Disciplines of the Heart | |
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| Seeing Things as They Are-Deep Listening | |
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| Listening and Responding to Others | |
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| Summary | |
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| Key Terms | |
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| Exercises | |
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| A Health Care Leader's Role in Building Knowledge | |
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| How Do Theories Evolve? | |
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| Learning and Continuous Improvement | |
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| Shared Meaning and Operational Definitions | |
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| Utilizing a Standard Methodology for Learning in the Organization | |
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| Using Multiple PDSA Cycles to Build Knowledge | |
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| The Leader as Learner and Teacher | |
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| Summary | |
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| Key Terms | |
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| Exercises | |
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| Learning from Other Leaders and Creating a Path Forward | |
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| Three Case Studies: Mastering Change | |
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| Case Study A: System for Mastering Change in J�nk�ping County Council, Sweden | |
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| Case Study B: A Medical Director-Leader Improves Care in Dialysis Clinics | |
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| Case Study C: Building a Learning Organization at OCHIN, Portland, Oregon, United States | |
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| Key Terms | |
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| Leading Change: First Steps in Employing Strategic Intelligence to Get Results | |
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| Assessing and Defining Purpose for the Organization | |
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| Assessing the Learning Organization | |
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| Aligning Roles to Support the Organization's Purpose | |
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| Leading Health Care | |
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| Developing a Leadership Philosophy and Practical Values | |
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| Summarizing and Interpreting Results from the Practical Values Gap Survey for Leadership Team Learning | |
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| Strategic Intelligence and Profound Knowledge for Changing Systems | |
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| Summarizing and Interpreting Results from the Strategic Intelligence Inventory for Leadership Team Learning | |
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| Developing Personality Intelligence | |
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| Systems Thinking: Creating a System Map of Your Organization | |
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| Process of Change: Idealized Design | |
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| Understanding the Psychology of Partners and Collaborators | |
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| Translating the Vision and Strategy to Actionable Approaches | |
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| Leading Individual and Team Improvement Efforts to Achieve the Vision | |
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| The Sponsor Report: Keeping Leaders in the Communication Loop | |
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| Learning from Improvement Efforts | |
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| Redeployment of Resources | |
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| Removing Barriers and Obstacles | |
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| Summary | |
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| Key Terms | |
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| Appendix | |
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| Leadership Personality Survey | |
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| Social Character Questionnaire | |
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| Scoring of Social Character Questionnaire | |
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| Understanding Leadership Personality | |
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| The Caring (Freud's Erotic) Leadership Personality | |
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| The Visionary (Freud's Narcissistic) Leadership Personality | |
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| The Exacting (Freud's Obsessive) Leadership Personality | |
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| The Adaptive (Fromm's Marketing) Leadership Personality | |
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| Leadership Personality Examples | |
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| Combinations of Types | |
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| CARING-Dominant Mixed Leadership Types | |
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| VISIONARY-Dominant Mixed Leadership Types | |
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| EXACTING-Dominant Mixed Leadership Types | |
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| ADAPTIVE-Dominant Mixed Leadership Types | |
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| Mixed Type and Social Character | |
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| Farming-Craft Social Character | |
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| Bureaucratic Social Character | |
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| Interactive Social Character | |
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| Glossary | |
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| Index | |