Quantum Leadership

Höfundar: Nancy M. Albert, Sharon Pappas, Tim Porter-O'Grady, Kathy Malloch
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11.990 kr.

Quantum Leadership

Veldu vöru

Rafræn sending. Upplýsingar verða sendar á netfangið þitt eftir kaup
Rafbók til eignar. Rafbók til eignar þarf að hlaða niður á þau tæki sem þú vilt nota innan eins árs frá því bókin er keypt. Útgáfa: 6

Efnisyfirlit

  • Cover
  • Title Page
  • Copyright Page
  • Contents
  • Preface
  • Acknowledgments
  • Case Study Instructions
  • Chapter One A New Landscape for Leadership: Changing the Health Script in an Age of Value
    • Leading in a World of Constant Movement
    • Newton and Organizational Design
    • Leading in the Postdigital Age
    • Change Is
    • Postdigital Leadership
    • Endless Change
    • The Quantum Character of Leadership
    • The Compression of Time Will Affect How Work Is Done
    • Change and Effectiveness
    • Conclusion
  • Chapter Two Ten Complexity Principles for Leaders Advancing Value in the Quantum Age
    • Chaos and Complexity and the Drive for Value
    • Principle 1: Wholes Are Not Just the Sum of Their Parts
    • Principle 2: All Health Care Is Local
    • Principle 3: Value Is Now the Centerpiece of Service Delivery
    • Principle 4: Simple Systems Aggregate to Complex Systems
    • Principle 5: Diversity Is Essential to Life
    • Principle 6: Error Is Essential to Success
    • Principle 7: Systems Thrive When All of Their Functions Intersect and Interact
    • Principle 8: Equilibrium and Disequilibrium Are in Constant Tension
    • Principle 9: Change Is Generated from the Center Outward
    • Principle 10: Revolution Results from the Aggregation of Local Changes
    • Conclusion
  • Chapter Three Innovation Leadership and Professional Governance: Building the Structure for Transformation
    • Definitions and Concepts
    • Rationale for Healthcare Innovation
    • Innovation Label Versus Innovation Role
    • Conclusion
  • Chapter Four Innovation and Opportunity: Leading Through the White Water of Change
    • Driving the Culture of Innovation
    • Equity and Partnership
    • Decisions and Structures
    • The Centrality of the Point-of-Service
    • Alignment, Not Motivation
    • Creating Stakeholder Value
    • The Contextual/Strategic Role of the Board
    • The C-Suite and the Context for Innovation
    • First-Line Leaders: The Catalyst for Innovation
    • Creating a Context That Supports the Innovator
    • Innovation and the Membership Community
    • Balancing Innovation with Value
    • Differentiating Roles in Innovation
    • Leadership and the Will to Innovate
    • Conclusion
  • Chapter Five From Evidence to Innovation: Measuring the Foundations of Practice and Value
    • Key Drivers for Change
    • A Very Complex System
    • Emergence and Uncertainty
    • New Healthcare Valuation Model
    • Conclusion
  • Chapter Six Diversity and Difference: Managing Conflict in a Transdisciplinary Network
    • Growth and Transformation
    • Avoiding Unnecessary Conflict
    • Team-Based Conflict Issues
    • Identity-Based Conflicts
    • Interest-Based Conflicts
    • People and Behavior
    • Conclusion
  • Chapter Seven Leading Constant Movement: Transforming Chaos and Crisis
    • Normative and Nonnormative Crisis
    • The Leader’s Perception of Crisis
    • Understanding Crisis
    • Complexity and Technology
    • Complexity and Organizations
    • Adaptive Capacity and Change
    • The Human Resources Focus
    • Adaptive Capacity in Human Organizations
    • Strategic Crisis Management
    • Macro Considerations for Organizational Crisis
    • Synthesizing External and Internal Factors
    • Strategic Core
    • Team Performance
    • Team Outcomes
    • User Expectations
    • The Partnership Team Process Factors
    • Impact on Outcomes
    • Internalization and Externalization
    • Ensuring a Strong Service Core
    • Crisis and Environmental Scanning
    • Crisis Preparedness
    • Planning
    • Recovery/Salvage Stage
    • Adaptive Effectiveness
    • Conclusion
  • Chapter Eight The Focused Leader: Embracing Vulnerability, Risk Taking, and the Potential to Succeed
    • Leadership Fitness in the New Millennium
    • Vulnerability
    • Power
    • The Cycle of Vulnerability
    • New Relationships
    • Complexity Communication
    • Collective Mindfulness
    • Strategies for Cultivating Leadership Vulnerability
    • Is There a Choice?
    • Conclusion
  • Chapter Nine Transforming Error and Engaging Failure Toward a Culture of Safety
    • Creating the Context for Safety
    • Just Culture
    • Learning
    • Teamwork
    • Evidence-Based Practice
    • Patient-Centered Care
    • Leadership
    • Healthcare Leadership: Issues and Opportunities
    • Highly Reliable Organizations and Safety Culture
    • Conclusion
  • Chapter Ten The Fully Engaged Leader: Demonstrating Capacity to Sustain Relationships
    • Underpinnings of Emotional Competence
    • Nature of Emotional Competence
    • Emotional Risks of Leadership
    • Benefits of Emotional Competence in Health Care
    • Developing Emotional Competence
    • Emotionally Incompetent Behaviors
    • Team Emotional Competence
    • Connecting with Generations of Workers
    • Conclusion
  • Chapter Eleven Toxic Organizations and People: The Leader as Transformer
    • Cultures Depend on Healthy Individuals to Help Patients Heal
    • How Does Toxicity Develop?
    • How Leaders Shape Culture
    • Leadership Polarity Dominates
    • Millennial Nurses Crave Connection
    • Toxic Behaviors
    • Ten Principles for Minimizing Toxic Behavior in Organizations
    • Conclusion
  • Chapter Twelve Coaching for Unending Change: Transforming the Membership Community
    • From Responsibility to Accountability
    • Transforming Work and the Transforming Worker
    • Evolution and Revolution
    • The Learning Organization
    • Organizing for Transformation
    • Dealing with the Lack of Time
    • The Leader as Revolutionary
    • Innovation Coaching
    • Making Integration Work
    • Addressing Problems Head On
    • Eliminating Firefighting Altogether
    • Conclusion
  • Chapter Thirteen The Leader’s Courage to Be Willing: Building a Context for Hope
    • A Context for Hope
    • Will
    • Strategies to Facilitate Willingness
    • Relighting the Lamp
    • Conclusion
  • Chapter Fourteen Engaging the Spirit of Leadership: Becoming a Living Leader
    • Chaos and the Call to Leadership
    • Self-Management and Creativity
    • Creativity and Innovation
    • Exercising the Spirit
    • Spiritual Intelligence: 10 Mindful Rules of the Road
    • Becoming Self
    • Listening for the Sounds of Change
    • Finding Spirit in the Chaos
    • The Compensations of Ignorance
    • Mystery
    • Synthesis and Synergy
  • Appendix: Quiz Answers
  • Index

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