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• Cover
• Title Page
• Copyright Page
• Contents
• Preface
• Acknowledgments
• Case Study Instructions
• Chapter One A New Landscape for Leadership: Changing the Health Script in an Age of Value
• Leading in a World of Constant Movement
• Newton and Organizational Design
• Leading in the Postdigital Age
• Change Is
• Postdigital Leadership
• Endless Change
• The Quantum Character of Leadership
• The Compression of Time Will Affect How Work Is Done
• Change and Effectiveness
• Conclusion
• Chapter Two Ten Complexity Principles for Leaders Advancing Value in the Quantum Age
• Chaos and Complexity and the Drive for Value
• Principle 1: Wholes Are Not Just the Sum of Their Parts
• Principle 2: All Health Care Is Local
• Principle 3: Value Is Now the Centerpiece of Service Delivery
• Principle 4: Simple Systems Aggregate to Complex Systems
• Principle 5: Diversity Is Essential to Life
• Principle 6: Error Is Essential to Success
• Principle 7: Systems Thrive When All of Their Functions Intersect and Interact
• Principle 8: Equilibrium and Disequilibrium Are in Constant Tension
• Principle 9: Change Is Generated from the Center Outward
• Principle 10: Revolution Results from the Aggregation of Local Changes
• Conclusion
• Chapter Three Innovation Leadership and Professional Governance: Building the Structure for Transformation
• Definitions and Concepts
• Rationale for Healthcare Innovation
• Innovation Label Versus Innovation Role
• Conclusion
• Chapter Four Innovation and Opportunity: Leading Through the White Water of Change
• Driving the Culture of Innovation
• Equity and Partnership
• Decisions and Structures
• The Centrality of the Point-of-Service
• Alignment, Not Motivation
• Creating Stakeholder Value
• The Contextual/Strategic Role of the Board
• The C-Suite and the Context for Innovation
• First-Line Leaders: The Catalyst for Innovation
• Creating a Context That Supports the Innovator
• Innovation and the Membership Community
• Balancing Innovation with Value
• Differentiating Roles in Innovation
• Leadership and the Will to Innovate
• Conclusion
• Chapter Five From Evidence to Innovation: Measuring the Foundations of Practice and Value
• Key Drivers for Change
• A Very Complex System
• Emergence and Uncertainty
• New Healthcare Valuation Model
• Conclusion
• Chapter Six Diversity and Difference: Managing Conflict in a Transdisciplinary Network
• Growth and Transformation
• Avoiding Unnecessary Conflict
• Team-Based Conflict Issues
• Identity-Based Conflicts
• Interest-Based Conflicts
• People and Behavior
• Conclusion
• Chapter Seven Leading Constant Movement: Transforming Chaos and Crisis
• Normative and Nonnormative Crisis
• The Leader’s Perception of Crisis
• Understanding Crisis
• Complexity and Technology
• Complexity and Organizations
• Adaptive Capacity and Change
• The Human Resources Focus
• Adaptive Capacity in Human Organizations
• Strategic Crisis Management
• Macro Considerations for Organizational Crisis
• Synthesizing External and Internal Factors
• Strategic Core
• Team Performance
• Team Outcomes
• User Expectations
• The Partnership Team Process Factors
• Impact on Outcomes
• Internalization and Externalization
• Ensuring a Strong Service Core
• Crisis and Environmental Scanning
• Crisis Preparedness
• Planning
• Recovery/Salvage Stage
• Adaptive Effectiveness
• Conclusion
• Chapter Eight The Focused Leader: Embracing Vulnerability, Risk Taking, and the Potential to Succeed
• Leadership Fitness in the New Millennium
• Vulnerability
• Power
• The Cycle of Vulnerability
• New Relationships
• Complexity Communication
• Collective Mindfulness
• Strategies for Cultivating Leadership Vulnerability
• Is There a Choice?
• Conclusion
• Chapter Nine Transforming Error and Engaging Failure Toward a Culture of Safety
• Creating the Context for Safety
• Just Culture
• Learning
• Teamwork
• Evidence-Based Practice
• Patient-Centered Care
• Leadership
• Healthcare Leadership: Issues and Opportunities
• Highly Reliable Organizations and Safety Culture
• Conclusion
• Chapter Ten The Fully Engaged Leader: Demonstrating Capacity to Sustain Relationships
• Underpinnings of Emotional Competence
• Nature of Emotional Competence
• Emotional Risks of Leadership
• Benefits of Emotional Competence in Health Care
• Developing Emotional Competence
• Emotionally Incompetent Behaviors
• Team Emotional Competence
• Connecting with Generations of Workers
• Conclusion
• Chapter Eleven Toxic Organizations and People: The Leader as Transformer
• Cultures Depend on Healthy Individuals to Help Patients Heal
• How Does Toxicity Develop?
• How Leaders Shape Culture
• Leadership Polarity Dominates
• Millennial Nurses Crave Connection
• Toxic Behaviors
• Ten Principles for Minimizing Toxic Behavior in Organizations
• Conclusion
• Chapter Twelve Coaching for Unending Change: Transforming the Membership Community
• From Responsibility to Accountability
• Transforming Work and the Transforming Worker
• Evolution and Revolution
• The Learning Organization
• Organizing for Transformation
• Dealing with the Lack of Time
• The Leader as Revolutionary
• Innovation Coaching
• Making Integration Work
• Addressing Problems Head On
• Eliminating Firefighting Altogether
• Conclusion
• Chapter Thirteen The Leader’s Courage to Be Willing: Building a Context for Hope
• A Context for Hope
• Will
• Strategies to Facilitate Willingness
• Relighting the Lamp
• Conclusion
• Chapter Fourteen Engaging the Spirit of Leadership: Becoming a Living Leader
• Chaos and the Call to Leadership
• Self-Management and Creativity
• Creativity and Innovation
• Exercising the Spirit
• Spiritual Intelligence: 10 Mindful Rules of the Road
• Becoming Self
• Listening for the Sounds of Change
• Finding Spirit in the Chaos
• The Compensations of Ignorance
• Mystery
• Synthesis and Synergy
• Appendix: Quiz Answers
• Index