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Praise for Transforming Health Care Leadership
"The authors of this book provide the necessary tools for health care leaders to build a learning organization that can make the Triple Aim a realitybetter patient care, at lower per-capita cost, while learning to improve population health."
Donald M. Berwick, MD, MPP, FRCP, president emeritus and senior fellow, Institute for Healthcare Improvement; former administrator, Centers for Medicare & Medicaid Services
"This book is a must for every nurse leader's library and should be a resource and tool in every graduate nursing program, particularly those who are preparing doctoral students focused on systems leadership. It is full of experiential learning, and brings leadership to life."
Alexia Green, RN, PhD, FAAN, professor and dean emeriti, Anita Thigpen Perry School of Nursing, Texas Tech University Health Sciences Center
"At a time when bold changes are necessary in the delivery of health services to improve outcomes and lower costs, the authors provide both compelling reasons for change and specific case studies of how it can be done. This is an important resource for leaders at every level in every part of the health sector today. It should be required reading for all those who want to improve the performance of their part of our medical enterprise."
John Rother, president and CEO, National Coalition on Health Care
"Transforming Health Care Leadership is a well-constructed guide to transforming health care by creating transformational leadership. Anyone serious about improving health carewho has hope that we can actually succeed at making things better for our patients and communities while practicing good financial stewardshipneeds to read this book."
Tony Joseph, MD, founder, The Healthcare Accreditation Colloquium
Table of Contents
Figures, Tables, and Exhibits
Part 1. The Challenge to Health Care Organizations and Creating the Leadership Team to Lead
Chapter 1. Introduction: From Management Myths to Strategic Intelligence
Chapter 2. Why and How Health Care Organizations Need to Change
Chapter 3: Leading Health Care Change
Chapter 4: Developing a Leadership Philosophy
Part 2: Strategic Intelligence and Profound Knowledge for Leading
Chapter 5: Leading with Strategic Intelligence and Profound Knowledge
Chapter 6: Changing Health Care Systems with Systems Thinking
Chapter 7: Statistical Thinking for Health Care Leaders
Chapter 8: Understanding the Psychology of Collaborators
Chapter 9: A Health Care Leader’s Role in Building Knowledge
Part 3: Learning from other Leaders and Creating a Path Forward
Chapter 10: Three Case Studies: Mastering Change
Chapter 11: Leading Change: First Steps in Employing Strategic Intelligence to Get Results