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Gerontology Leadership in Higher Education Gerontology Leadership in Higher Education
Innovation and Institutional Change
Sacramento, CA May 2, 2003
Edward O’Neil, MPA, PhDCenter for the Health Professions, University of California, San Francisco
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
Agenda
What challenges us in health and service delivery?
What evidence for investing in leadership?
Core individual and corporate competencies for innovation and change
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
Leadership Challenge
VariationVariation• Enormous range in
definition of quality
CapacityCapacity• Over/under supply of
care providers, hospitals, insurers.
CostCost• Total system costs are
a huge burden
DuplicationDuplication • Substitutable inputs
AccessAccess • +15% uninsured
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
Leadership Challenge
Stressed care delivery system and institutions
Tighter resources
Lack of direction
Greater demands
Technology Quality
Uncertainty
Inability to adapt and change rapidly
Half born revolution
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
Leadership Challenge
The Challenge of leadership has always been to provide coherence, structure, and ultimately, meaning
in times of great change and dislocation, …
but how.
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
Leadership Lessons Learned
Competency project
Leadership programs at CHP
Leadership literature
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
Leadership Challenge: Activating Seven Core Competencies
Leadership
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
1. Build and adapt a compelling vision and strategy
Transformational in nature, nothing else worth doing
Drawn from past success and assets
Developed with clear and honest assessment of environment
Ceilings and floors
Given adequate time to develop, mature and be realized
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
1. Do you know the two to three key elements of your organization's vision and the current strategy to achieve the vision? What are they?
2. What are the two ways this drives the work of your unit?
3. What thirty second message do you deliver that distinguishes your organization and your work from competitors?
4. How does the strategically aligned work of your unit connect with one key customer or internal constituent around this vision?
5. How will you use budget, personnel and attention to drive alignment to organizational strategy in the coming three months?
Assessment: Vision
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
2. Create and manage alliances, partnerships and acquisitions
Screen partners against strategy, competencies and assets
Recognize necessity of mutually beneficial strategies
Reject partners that see you as a way to postpone the inevitable
Partners force new accountabilities
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
1. Do you know where you need help from outside or inside to deliver your part of the strategy?
2. Do you know who these potential partners are?
3. What is the potential partner’s interest in working with you?
4. Are there things that you do now that can be given up in a partnership?
5. What skills do you need create and carry out this partnerships?
Assessment: Partners
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
Use population based science in day to day management
Population attitude on the part of everyone
Integration of disease, demand and outcomes management with customer service, marketing and diversity
Evidence based approaches tied to information system
Alignment of reward system with population goals
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
1. Do you understand the relevant dimensions of the populations you serve: size, disease state, consumer preferences, cultural diversity?
2. What other dimensions are relevant?
3. What benchmarks do you have for serving this population and what evidence do you collect to assess progress?
4. What measures are collected daily, weekly, monthly and annually?
5. What can you do to improve the engagement of a relevant population in service?
Assessment: Population
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
4. Communicate consistent messages about vision, mission, and alignment
Clear, simple messages consistently expressed
Internally to align purpose and work
Externally gain confederates
Remember the key to alignment is listening
Address anxiety and uncertainty with clarity, resolve and commitment to work together to common ends
Make sure actions follows words
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
1. What are two opportunities you have to improve internal communication?
2. What are two audiences and avenues you have to improve external communication?
3. How are you perceived as a communicator?
4. How can you receive feedback on improving your communications?
Assessment: Communication
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
5. Invest in human resources processes
Remember the anxiety of people in a changing system
Build a context that changes direction and incentives
Build collaborative teams throughout
Develop of new skills and competencies
Identify clear system outcomes and tie personnel performance appraisal to these outcomes
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
1. Are human resources seen as a strategic assets?
2. What is the plan to integrate and development human resources at the corporate level?
3. What is your plan for developing your key direct reports?
4. What is your development plan?
5. How do you use this resource to address the chaos of the environment?
Assessment: HR/OD
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
Build innovation and creativity
Success marked by an ability to continuously improve quality of care and reduce
costs
Creativity comes by education and focused work
Radical ideas arrive in a way they can be adapted not dismissed
Be creative but allow time for acceptance and development
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
1. Are you comfortable with creativity?
2. What is the natural history of creative ideas in your organization ?
3. What constrains your creativity?
4. How is creativity rewarded?
Assessment: Creativity
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
7. Build the capacity to manage change Assume a discontinuous world
Work within the framework of strategy, but be prepared to adjust
Conscious attention to change
Use adaptive work
Disrupt with new ideas, technologies
Prepare and equip to manage conflict
Continuously educate and improve
Understand how, when and where to make decisions
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
1. How do you feel about change?
2. Does your organization value or discount change?
3. What can you do as a leader/manager to encourage a different attitude?
4. How would you make your position unnecessary?
Assessment: Change
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
The Myth of Sisyphus
We tend to think of Sisyphus as a tragic hero, condemned by the gods to shoulder his rock sweatily up the mountain,and again up the mountain.
The truth is that Sisyphus is in love with the rock. He cherishes every roughness and every ounce of it. He talksto it, sings to it. It has become the mysterious Other. He even dreams of it as he sleepwalks upward. Life is unimaginable without it, looming always above him like a huge gray moon.
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Center for the Health Professions, UCSF.
Innovation and Institutional ChangeInnovation and Institutional Change
The Myth of Sisyphus
He doesn’t realize that at any moment is permitted to step aside, let the rock hurtle to the bottom, and go home.
Tragedy is the inertial force of the mind.
Stephen Mitchell, Parables and Portraits
Gerontology Leadership in Higher Education Gerontology Leadership in Higher Education
For more information, please contact:UCSF Center for the Health Professions3333 California Street, Suite 410San Francisco, CA 94118415/476-8181
HTTP://[email protected]