Quantum Leadership

Topics: Health care, Healthcare, Patient Pages: 7 (2496 words) Published: July 14, 2013
The Road to Quantum Leadership

Throughout this course many foundations for nursing leadership have been learned. Some that play over and over in this author’s mind are: innovation, process versus outcome oriented leaders, convincing staff to abandon old habits, crisis management, stages of power and changing the way health care providers work. Porter-O’Grady and Malloch (2011) suggest that the role of a quantum leader is to create an infrastructure that incorporates innovation into the overall work of the organization. Through reflection, this author has changed how she approaches problem solutions and helping staff avoid old habits. As a leader it has also taught this author to look at the organization as a whole and how each part is interconnected. Through reflection and transformation of the self, leaders will have no choice other than to progress to quantum leaders. 1. After getting through all the content in this course, what parts were particularly significant to you? Innovation

Porter-O’Grady and Malloch (2011) suggest an innovative organization asks questions related to whether the organization matters, has value and impact, and whether it makes a difference in sustainability. Part of becoming an innovation system is becoming lean, cutting out waste and non-value added time. It is the responsibility of the system to make a difference, and define the relationship and interaction between the external environment that is constantly growing, adapting and changing and an internal environment that accepts and embraces the challenges (Porter-O’Grady & Malloch, 2011). Process versus Outcome Oriented Leaders

The role of today’s health care administrator is to transition people and organizations from responsibility to accountability; moving from a narrow focus on processes to one that includes processes and outcomes (Porter-O’Grady & Malloch, 2011). Focusing on processes will no longer be sufficient as processes change continuously. The best goal is to clearly define the integration between means and ends, products and processes (Porter-O’Grady & Malloch, 2011 Historically health care administrators chose to lead by being process oriented. Now that health care reimbursement is being driven by outcomes, administrators are being forced to change the way they lead. Leading solely by one method or the other does not provide the opportunity for there to be holographic leadership. Processes cannot be determined to be successful without measuring outcomes. If outcomes are looked at independently, then inefficiencies can be overlooked. Holding one another accountable provides a more seamless leadership approach to ensure there are efficient processes that are effective. 2. Since taking this course, are there some specific changes you have been/are making to better achieve your work goals, and to be a more effective leader/administrator? Creating an Innovative Environment

AONE developed five core areas in which nurse managers at all level should be competent: 1) communication and relationship building; 2) a knowledge of the health care environment; 3) leadership; 4) professionalism; and 5) business skills (AONE, 2011). Two skills that are emphasized under leadership competencies are the ability to use systems thinking and change management (Matesic, E., 2012). Using the same methodology that the CIT program utilizes focus sessions to teach nurse managers to stimulate the staff’s curiosity, brainstorm new ways to create a healthful practice environment and convey the importance and process of change would be an educational tool for leaders (Matestic, E., 2012). Through the use of the concept of systems thinking, the nurse manager is encouraged to promote new ideas on their unit and then spread the success to other units. By spreading the CIT methodology to other nursing units help build leadership skills and inspires point of service providers to develop innovations that impact their...

References: American Organization of Nurse Executives. (2009). AONE Guiding Principles. http://webcache.googleusercontent.com/search?q=cache:c_eSC747pm8J:www.aone.org/resources/PDFs/AONE_GP_Technology_and_Acquisition_and_Implementation.pdf+&cd=2&hl=en&ct=clnk&gl=us
Buell, J.M. (2012). Accountable care and patient-centered medical homes: Steps to creating value-based healthcare. Healthcare Executive, 30(2), 34-37
Business Wire. (2013). Providers projecting significant inpatient to outpatient admission shift in 2013 as they transition toward value-based care. Retrieved from https://login.ezproxy.etsu.edu:3443/login?url=http://search.proquest.com.ezproxy.etsu.edu:2048/docview/1346621783?accountid=10771
Committee on Quality of Health Care in America, Institute of Medicine. (2001). Crossing the quality chasm: A new health system for the 21st century. Washington: National Academy.
Gold, K. (2007). Crossing the quality chasm: Creating the ideal patient care experience. Nursing Economics, 25(5), 293-298
Hagberg, J.O. (2003). Real Power: Stages of personal power in organizations, 3rd Ed. Salem, WA: Sheffield Publishing Company.
Matesic, E. (2012). Care innovation and transformation initiative and the CNO role. Voice of Nursing Leadership, 6-7
Porter-O’Grady, T. & Malloch, K. (2011). Quantum Leadership: Advancing innovation, transforming health care, 3rd Ed. Sudbury, MA: Jones and Bartlett.
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