Healthcare Leadership in Times of Crisis : A Model for Managing Threats to Organizations

"This book addresses the challenges that healthcare organizations experiences when attempting to manage the emergence of troublesome events or crises. It illustrates how experiences gained from event and crisis containment efforts can better prepare these organizations to prevent and/or manage other crises they may experience. Using a model outlining the relationship between a mismanaged event and the triggering of a crisis, the author defines the role of the leadership in healthcare organizations when developing, launching, and managing plans and programs to deal with these dangerous challenges brought on by crises, catastrophes, and disasters to their stakeholder networks. Readers with expertise in leadership and crisis management in general and healthcare management specifically will find this text useful in linking leadership expectations and competencies to event and crisis containment efforts. Dennis W. Tafoya (PhD, the University of Michigan, MS, the University of Pennsylvania) has more than 30 years of academic and business experience across a variety of fields. He is President of CompCite Inc., an international research and development firm that focuses on factors affecting individual, group and organizational performance. He has authored patents, numerous articles and books related to organizational and systems theory. Lindsey Poeth (BA, Economics University of Rochester) is a Certified Senior Advisor and owner of Oasis Senior Advisors Mainline. Lindsey has 20 years experience covering health care, Consumer Package Goods, and electronics industries, with a major focus on pharmaceutical market research. Lindsey uses her expertise in the senior healthcare lifestyle issues to help families navigate the available care options." -- Back cover Preface Acknowledgments Contents List of Figures List of Tables 1 The Book’s Scope and Approach The Idea of a “New Normal” Is a Misnomer Everything Begins with an Event Finally, as in the Case with an Event, Even if You Contain the Emerging Crisis That Doesn’t Mean You Are Ready for the Next Thing on the Horizon! 2 The Dynamic Make-up of Healthcare Delivery Threatened by Troublesome Events and/or Crises Introduction Four Elements Associated with an Organization’s Systemic Structural Design Organizations as a Composite of Organizations: The Typology of Organizations Internal Organizational Drivers Dynamic Organizational Framework Measuring Operational Practices An Organization’s Brand or Image as a Performance Driver Summarizing the Relationship Among Organizational Operations, Architecture and Brand Performance and Its Measurement Conclusion: Performance Management Targets 3 From Events to Crises, Catastrophes and Disaster: Before the Collapse The Event Spectrum and the Crisis, Catastrophe and Disaster Model The Description Competency in Event Management and Crisis Containment Efforts Organization Capabilities and Capacity to Manage Events The Strategic and Tactical Make-up of What Occurred or Should Have but Did not and Why Strategies and Tactics When Pressed into Action Conclusion 4 Products, Outcomes and Impacts of Events, Crises, Catastrophes and Disasters A Systemic Orientation to Organizations, Their Stakeholders and Events, Crises, Catastrophes and Disasters An Introduction to the Use of Systems Theory as a Forensic Tool Using Systems Theory to Build an Organizational Profile Examining the Organization’s Systemic Draw: When Organizations Design Promises to Meet Stakeholder Needs, Wants and Desires Understanding the Subtle, Additional Issues—Otherwise Known as the “Particulars” Identifying a Resident’s Needs, Wants and Desires: A Tool Approach The Organization’s Systemic Delivery Mechanisms: The Organization’s Architecture, Operations and the Brand The Contribution of the Organization’s Brand in Efforts to Fulfill a Resident’s Needs, Wants and Desires Addressing the Threats to the Organization: Using Systems Theory to Reveal the Emergence of Challenges Brought on by the Phenom Stream Real Time Results: Products, Outcomes and Impacts Across Stakeholders and the Organization Using Systems Theory to Anticipate a Response Plan Conclusions 5 Management and Containment as Problem Solving Change Strategies Planning for Event Management: Understand the Known Events That May Arise Planning for Event Management: Understand Both the Internal and External Stakeholders Involved Planning for Event Management: Sketching the Plan and Defining Roles and Responsibilities Results of Event Management: Gauging the success of your Performance Drivers Conclusion: Searching for Solutions to Events and Incidents Proactive, Pre-event Preparation in Healthcare Delivery Systems Pre-event Preparation and Planning: An Example of Successful Management in the face of Changing Circumstances Appendix 1: Pre-Event Preparation and Planning 6 Challenges at the Top: Performance Standards for Executives, Boards and Advisors The Containment Objective Containing the Crisis Begins with Understanding the Nature of a Crisis Crisis Containment Preliminaries The Elements of Crisis Containment: The Strategy and Plan Leadership, Management and Steps in Defining the Crisis Containment Effort Steps in Preparing a Plan of Action Management, Leadership and a Communication Process The Organization’s Leadership and Managers as Change Agents Leadership by the Organization’s Governance: Corporate Board, Directors or Advisors and Change Conclusion 7 Marshalling the Change Needed for Crisis Containment and the Post-crisis Period Everything About Containment Centers Around Leadership Containment Requires Leadership on Two Fronts Containment Must Envision Both Immediate and Long-Term Impacts Containment Is Knowledge and Information Dependent Containment Puts Reputations and Trust on the Line Conclusion: There Is a Difference Between Influence and Persuasion Index