The challenge of transforming organizational culture is at the heart of many key movements in contemporary healthcare, and understanding culture change has become a core leadership competency. However, much current practice is based on antiquated and psychologically unsophisticated theories, leaving leaders inadequately prepared for the complex task of implementing change. Leading Change in Healthcare presents relationship-centered administration, an effective new evidence-based alternative to traditional culture change methodologies. It integrates fresh insights and methods from complexity science, positive psychology and relationship-centered care, enabling a more spontaneous and reflective approach to change management. This fosters greater organizational awareness and real participation, as well as improved productivity and creativity, as well as staff recruitment and retention. Case studies drawn from primary care, hospitals, long-term care, professional education, international NGOs and other settings, rather than emphasizing the end results, are demonstrations of how to apply relationship-centered administration in everyday practice. Leading Change in Healthcare is a key resource for all practitioners, students and teachers of healthcare management, medical educators, and leaders in all areas of healthcare provision. 'We need a new way of seeing, a new way of leading - and the authors provide a clear guide and resources for the path ahead. Leading Change in Healthcare offers hope - and a method. A daily dose is just what the change doctor ordered.' from the Foreword by Carol Aschenbrener
Introduction. How We Think about Organizations: a Complexity Perspective. Positive Psychology and Interpersonal Neurobiology. Relationship-centered Care and Administration. Authentic, Affirmative and Courageous Presence. Clarian West Medical Center: Creating a Sanctuary of Healing. Growing Relationships on the Turtle’s Back: Family Medicine at Lehigh Valley Health Network AMPATH: Evolution of a Weapon against HIV/AIDS. A Community of Influence: Clinician Researchers Join to Make a Difference to People Affected by Consequences of Cancer Treatment. Using the Positive Deviance Approach to Reduce Hospital-acquired Infections at the Veterans Administration Healthcare System in Pittsburgh. Designing Buildings for Student-centred Learning: the Science Centre at University College Dublin. The Harvard Vanguard Kenmore Practice Experience: a Focus on Human Development and Relationship Building. Transforming the Professional Culture of a Medical School from the Inside Out. Conclusion.