Transforming Health Care: Action Strategies for Health Care Leaders (J-B AHA Press)

Book info: Transforming Health Care: Action Strategies for Health Care Leaders (J-B AHA Press) (Hardcover, 125 pages) – Jossey-Bass, 1998. Language: English.

Transforming Health Care offers a groundbreaking two-part model to help leaders find and achieve that delicate, dynamic balance between business performance and the mission of patient care, and then gain the momentum they need to take critical steps toward innovation, excellence, and effective strategic implementation.

The first part is a review of what works (and what doesn't) in the drive to deliver excellence for both patients and performance. The second is a user's guide to the specific behaviors that define and characterize a true health care leader now and in the future.

• Readers will find chapters focusing on:
• Market leadership and the dual importance of strategic clarity and decisive implementation
• How to identify and correct misalignment between strategy and organizational design
• Strategies for dramatically improving both clinical outcomes and business results
• Models and action strategies for challenging people to be their best in a constantly changing workplace

  Transforming Health Care offers both the strategies, systems and structures that work, as well as the key leadership actions and behaviors that propel effective implementation. Without this alignment of "what" and "how," health care leaders will never achieve the results their patients or the marketplace expect or demand.

From the Back Cover Transforming Health Care offers a groundbreaking two-part model to help leaders find and achieve that delicate, dynamic balance between business performance and the mission of patient care, and then gain the momentum they need to take critical steps toward innovation, excellence, and effective strategic implementation.

The first part is a review of what works (and what doesn't) in the drive to deliver excellence for both patients and performance. The second is a user's guide to the specific behaviors that define and characterize a true health care leader now and in the future.

Readers will find chapters focusing on:

-Market leadership and the dual importance of strategic clarity and decisive implementation
-How to identify and correct misalignment between strategy and organizational design
-Strategies for dramatically improving both clinical outcomes and business results
-Models and action strategies for challenging people to be their best in a constantly changing workplace

Transforming Health Care offers both the strategies, systems and structures that work, as well as the key leadership actions and behaviors that propel effective implementation. Without this alignment of "what" and "how," health care leaders will never achieve the results their patients or the marketplace expect or demand.

About the Author DANIEL J. ANDERSON, PsyD, is the founder and president of Changing Healthcare, Inc., a health care firm dedicated to the delivery of world-class consulting, coaching, and organizational design in the service of patients, professionals, and performance. A psychologist by training and business consultant by experience, Dr. Anderson has dedicated much of the last 20 years to the design and implementation of effective change strategies in hospitals, group practices, and managed care organizations in the United States, Europe, and Asia. He has served on the faculties of Harvard Medical School and Boston University's School of Medicine. Dr. Anderson also relies on his experience consulting to telecommunications, defense, technology, and transportation industry leaders to support his conviction that health care can never become just another business. JOHN W. MORAN, PhD, is a partner and chief operating officer of Changing Healthcare, Inc., helping clients with strategy, process management, executive team building, and organization redesign. He has consulted with medical product companies, pharmaceutical firms, hospitals, insurers, and medical groups in the United States, Asia, and Europe. He is the author of Breakthrough Thinking (1993), Future Focused Organization (1995), and The Quality Function Deployment Handbook (1998). He is a member of the Malcolm Baldrige Board of Examiners, a health care judge for the USA Today Quality Cup, a fellow of the American Society for Quality, an American Society for Quality certified quality manager, and a certified management consultant. He is chair-elect of the Quality Management Division of the American Society for Quality. He served on the faculty of the University of Massachusetts at Lowell in the Graduate School of Engineering for 20 years. Previously John worked for Polaroid Corporation in a variety of senior management positions in manufacturing, engineering, and quality. BAIRD K. BRIGHTMAN, PhD, is a partner with Changing Healthcare, Inc., helping health practitioners and leaders to improve their professional effectiveness for competitive advantage. As he moved into leadership positions at some of the nation's leading health care institutions and assumed management responsibility for program staffs and budgets, Baird became interested in how people did their work--for better and worse. Impressed that very bright people often failed to meet critical work and business challenges, he developed structured assessment and development programs that allow individuals and work teams to rapidly diagnose and overcome the major obstacles to professional effectiveness. Dr. Brightman holds a master of science degree in assessment and applied research, a PhD in clinical psychology, and has served for 20 years on the faculty of Harvard Medical School. BARRY S. SCHEUR, JD, is the founder and president of the Scheur Management Group, Inc., a health care management and consulting firm in Newton, Massachusetts, specializing in the conceptualization and implementation of innovative and effective managed care solutions. He writes and lectures extensively on both the operational and futuristic trAnd in the provision of health care, as well as on innovative marketing strategies, the vital importance of customer service, and the newest challenges in the Medicaid and Medicare arenas. A graduate of Tufts University and Yale Law School, his advice and counsel have been sought by hundreds of HMOs, physician groups, insurance companies, and major employers--all of whom are trying to figure out how to make the health care system work from the perspectives of both quality and financial success.