Using construction as their metaphor, authors Joe Tye and Bob Dent make a compelling case that an organization's invisible architecture ? a foundation of core values, a superstructure of organizational culture, and the interior finish of workplace attitude ? is no less important than its visible architecture. Further, they assert that culture will not change unless people change, and people will not change unless they are inspired to do so and given the right tools. Building a Culture of Ownership in Healthcare takes readers on a journey from accountability to ownership[md]providing a proven model, strategies, and practical solutions to help improve organizational culture in the healthcare setting. Learn how investing in your organization and your people can enable a significant, successful change in productivity; employee engagement; nurse satisfaction, recruitment, and retention; quality of care; patient satisfaction; and financial outcomes.
Told from the perspective of ninety administrative and staff nurses, it serves as a model for change in similar institutions everywhere. Key Features: Provides 'real world' system-level description of hospital-wide change initiated and implemented by nurses committed to safe quality patient care; Serves as a roadmap for institution-wide change for aspiring nurse leaders, including values to support, tools to develop or use, resources to be managed, key personnel to employ, and more; Offers nurse executives an array of catalytic ideas they can adapt to their own settings; Acts as a model for administrators and students who are interested in seeing how change occurs in complex systems through personal engagement at all levels
In Courage, Gus Lee captures the essential component of leadership in measurable behaviors. Using actual stories from Whirlpool, Kaiser Permanente, IntegWare, WorldCom, and other organizations, Lee shows how highly successful executives face and overcome their fears to develop moral intelligence. These real-world examples offer practical lessons for rooting out unethical practices and behaviors by: Assessing them for rightness and integrity; addressing moral failures; following through with dialogue and direct action.
Provides guidance on how to build the skills necessary for leading transformation in the long-term care setting. This book also provides steps to help steer, facilitate, and implement change as well as effective methods to create a culture that is adaptable to change and encourages new ideas for person-centered care. This book will help readers: Understand the leader's role in creating an organizational culture that is nimble and adaptable; Build the skills, tools, and approach needed to lead transformation; Facilitate change and implement successful methods to create a culture that can adapt new ideas for person-centered care; Strategize ways to initiate and maintain effective culture change efforts while cultivating momentum for the development of person-centered care; Develop a framework for harnessing enthusiasm and empowering team members to encourage continuous thought leadership and innovation throughout the organization