Innovative Decision Making in Healthcare : A Case-Based Approach to Nursing Leadership in Academic and Clinical Settings

Large, successful organizations only transform after failure. If everything is going well, there is a tendency not to challenge methods. It is only once things have gone radically wrong that a successful organization starts to reexamine their methods and culture. This book is about organizational leadership, but provides a unique spin to promoting innovation, inclusion and transparency among employees. It examines co-author Steven Rotkoff’s experiences as a retired US Army Colonel and Red Team strategies used by the military and the corporate world to make better decisions and improve organizational culture and applies them to nursing in both clinical and academic settings. Centering cases derived from US-based academic and clinical settings, the book discusses how and why some strategies do and others don’t work and examines how these military and corporate strategies apply effectively to nursing settings. Turning a lot of the available literature on its head, this book offers new models and methods to foster better conversations, particularly between managers and staff. Nursing has changed in both academic and clinical settings. Just as military and corporate organizations have had to change their organizational behavior and leadership styles and methods to meet the needs of today’s employees and consumers, the nursing profession must change to meet the needs of faculty, an inter-professional health care environment and our increasingly inclusive and diverse environments. Preface Acknowledgments How to Use This Book Contents Part I: Why Red Team? 1: Nursing Leadership in a Segmented Discipline Why Nursing Leaders Need a New Way to Lead A House Divided (Box 1.1) Good Leaders and Not So Good Leaders The Danger of Groupthink Learning to Lead How Red Teaming Fits Clinical Settings Academic Settings References 2: Why Red Teaming Is a Better Way Divergence Before Convergence Ensuring the Best Idea Wins Remaining Agile in Execution Solving the Right Problem Conclusion References 3: The Red Team Toolbox: Improving the Conversation and Changing the Frame of Reference Liberating Structures Tools to Cultivate Divergent Thinking Think-Write-Share (T-W-S) 1-2-4-All Round Robin A Team B Team Weighted Anonymous Feedback (WAF) Convergence 5 Will Get You 25 Dot Voting Forced Distribution Best of Breed Changing the Frame Yes, and ... My 15% 4 Ways of Seeing Role Play Second Chance Meeting 4: The Red Team Tool Box: Understanding the Problem and Envisioning the Future Better Understanding the Problem Cynefin Framework The 5 Whys Distinguishing the Problem to Be Solved Envisioning Alternative Futures TRIZ Pre-mortem Analysis Pre-mortem With and Without Liberating Structures What-If Analysis Ad Agency Reference 5: Applying Red Team Tools Step 1: Understand the Root Problem Step 2: Red Team Circumstances Choosing the Team Choosing the Time Choosing the Space and Supplies Knowing the Audience and the Role of “Tone” Step 3: Tools Suited to the Circumstance Step 4: Red Team Roles Red Team Facilitator Note Taker Timekeeper Graphics Step 5: Present Results Final Advice Reference Part II: Cases 6: Budget Cuts at Green University Solving the Problem Session One Session Two Session Three 7: Horizontal Violence in Pink Hospital Solving the Problem Six Months Later References 8: Strategic Planning at Yellow Institute Retreat Day 1 Retreat Day 2 Faculty/Staff Meeting Session 9: Who Is in Charge at Orange School of Nursing 10: Conflict Between the Front- and Back-Office Staff at Purple Clinic Issue #1: Scheduling Appointments Front-Office List Back-Office List Issue #2: Screening Patients for COVID 19 11: Hierarchy at Blue University School of Nursing Part One Option One External Dialogue Internal Dialogue Option Two External Dialogue Internal Dialogue External Dialogue Internal Dialogue Part Two 12: What to Build at Turquoise University School of Nursing Session One Session Two Part One Part Two Session Three 13: Merging Brown Visiting Nurse Association with Gray Health System Part III: Conclusion 14: Conclusion Index