The Resource Quantum leadership : creating sustainable value in health care, Tim Porter-O'Grady, Kathy Malloch ; case studies prepared by Jaynelle F. Stichler

Quantum leadership : creating sustainable value in health care, Tim Porter-O'Grady, Kathy Malloch ; case studies prepared by Jaynelle F. Stichler

Label
Quantum leadership : creating sustainable value in health care
Title
Quantum leadership
Title remainder
creating sustainable value in health care
Statement of responsibility
Tim Porter-O'Grady, Kathy Malloch ; case studies prepared by Jaynelle F. Stichler
Creator
Contributor
Author
Subject
Language
eng
Cataloging source
NhCcYBP
http://library.link/vocab/creatorName
Porter-O'Grady, Timothy
Dewey number
658.4/092
Index
index present
LC call number
HD57.7
LC item number
.P666 2018
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
NLM call number
  • 2017 C-919
  • W 84.1
http://library.link/vocab/relatedWorkOrContributorName
  • Malloch, Kathy
  • ProQuest (Firm)
http://library.link/vocab/subjectName
  • Leadership
  • Psychology, Industrial
  • Nursing services
  • Leadership
  • Health Services Administration
  • Organizational Innovation
Label
Quantum leadership : creating sustainable value in health care, Tim Porter-O'Grady, Kathy Malloch ; case studies prepared by Jaynelle F. Stichler
Link
https://ebookcentral.proquest.com/lib/umanitoba/detail.action?docID=4826430
Instantiates
Publication
Note
Preceded by Quantum leadership : building better partnerships for sustainable health / Tim Porter-O'Grady and Kathy Malloch. 4th ed. 2015
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Quantum Character of Leadership
  • Transforming a Punitive Culture
  • Healthcare Leadership: Issues and Opportunities
  • Conclusion
  • Chapter Objectives
  • 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
  • Compression of Time Will Affect How Work Is Done
  • Team Emotional Competence
  • Connecting with Generations of Workers
  • Conclusion
  • Chapter Objectives
  • Healing Is Our Business?
  • Toxic Behaviors
  • Ten Principles for Minimizing Toxic Behavior in Organizations
  • Conclusion
  • Chapter Objectives
  • From Responsibility to Accountability
  • Change and Effectiveness
  • Transforming Work and the Transforming Worker
  • Evolution and Revolution
  • Learning Organization
  • Organizing for Transformation
  • Dealing with the Lack of Time
  • Leader as Revolutionary
  • Innovation Coaching
  • Making Integration Work
  • Addressing Problems Head On
  • Eliminating Firefighting Altogether
  • Conclusion
  • Conclusion
  • Chapter Objectives
  • Context for Hope
  • Will
  • Strategies to Facilitate Willingness
  • Relighting the Lamp
  • Conclusion
  • Chapter Objectives
  • Chaos and the Call to Leadership
  • Self-Management and Creativity
  • Chapter Objectives
  • Creativity and Innovation
  • Exercising the Spirit
  • Spiritual Intelligence: Ten Mindful Rules of the Road
  • Becoming Self
  • Listening for the Sounds of Change
  • Finding Spirit in the Chaos
  • Compensations of Ignorance
  • Mystery
  • Synthesis and Synergy
  • 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
  • Machine generated contents note:
  • 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 Reflects
  • Principle 10: Revolution Results from the Aggregation of Local Changes
  • Conclusion
  • Chapter Objectives
  • Rationale for Healthcare Innovation
  • Definitions and Concepts Update
  • Chapter Objectives
  • Innovation and the Quantum Leader
  • Innovation Label versus Innovation Role
  • Conclusion
  • Chapter Objectives
  • Driving the Culture of Innovation
  • Equity and Partnership
  • Decisions and Structures
  • Centrality of the Point of Service
  • Alignment, Not Motivation
  • Creating Stakeholder Value
  • Leading in a World of Constant Movement
  • Contextual/Strategic Role of the Board
  • 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 Objectives
  • Newton and Organizational Design
  • Key Drivers for Change
  • Very Complex System
  • New Healthcare Valuation Model
  • Conclusion
  • Chapter Objectives
  • Growth and Transformation
  • Avoiding Unnecessary Conflict
  • Team-Based Conflict Issues
  • Identity-Based Conflict
  • Interest-Based Conflict
  • Leading in the Post-Digital Age
  • People and Behavior
  • Conclusion
  • Chapter Objectives
  • Normative and Nonnormative Crisis
  • Leader's Perception of Crisis
  • Understanding Crisis
  • Complexity and Technology
  • Complexity and Organizations
  • Adaptive Capacity and Change
  • Human Resources Focus
  • Change Is
  • Adaptive Capacity in Human Organizations
  • Strategic Crisis Management
  • Synthesizing External and Internal Factors
  • Strategic Core
  • Team Performance
  • Team Outcomes
  • User Expectations
  • Partnership Team Process Factors
  • Impact on Outcomes
  • Internalization and Externalization
  • Postdigital Leadership
  • Ensuring a Strong Service Core
  • Crisis and Environmental Scanning
  • Crisis Preparedness
  • Planning
  • Recovery/Salvage Stage
  • Adaptive Effectiveness
  • Conclusion
  • Chapter Objectives
  • Leadership Fitness in the New Millennium
  • Vulnerability
  • Endless Change
  • Power
  • Cycle of Vulnerability
  • New Relationships
  • Complexity Communication
  • Collective Mindfulness
  • Is There a Choice?
  • Conclusion
  • Chapter Objectives
  • Failure and Error in General
  • Failures and Errors in Healthcare Service
Dimensions
unknown
Edition
Fifth edition.
Extent
1 online resource.
Form of item
online
Isbn
9781284110784
Isbn Type
(electronic bk.)
Media category
computer
Media MARC source
rdamedia
Media type code
c
Reproduction note
Electronic reproduction.
Specific material designation
remote
System control number
(NhCcYBP)EBC4826430
Label
Quantum leadership : creating sustainable value in health care, Tim Porter-O'Grady, Kathy Malloch ; case studies prepared by Jaynelle F. Stichler
Link
https://ebookcentral.proquest.com/lib/umanitoba/detail.action?docID=4826430
Publication
Note
Preceded by Quantum leadership : building better partnerships for sustainable health / Tim Porter-O'Grady and Kathy Malloch. 4th ed. 2015
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Quantum Character of Leadership
  • Transforming a Punitive Culture
  • Healthcare Leadership: Issues and Opportunities
  • Conclusion
  • Chapter Objectives
  • 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
  • Compression of Time Will Affect How Work Is Done
  • Team Emotional Competence
  • Connecting with Generations of Workers
  • Conclusion
  • Chapter Objectives
  • Healing Is Our Business?
  • Toxic Behaviors
  • Ten Principles for Minimizing Toxic Behavior in Organizations
  • Conclusion
  • Chapter Objectives
  • From Responsibility to Accountability
  • Change and Effectiveness
  • Transforming Work and the Transforming Worker
  • Evolution and Revolution
  • Learning Organization
  • Organizing for Transformation
  • Dealing with the Lack of Time
  • Leader as Revolutionary
  • Innovation Coaching
  • Making Integration Work
  • Addressing Problems Head On
  • Eliminating Firefighting Altogether
  • Conclusion
  • Conclusion
  • Chapter Objectives
  • Context for Hope
  • Will
  • Strategies to Facilitate Willingness
  • Relighting the Lamp
  • Conclusion
  • Chapter Objectives
  • Chaos and the Call to Leadership
  • Self-Management and Creativity
  • Chapter Objectives
  • Creativity and Innovation
  • Exercising the Spirit
  • Spiritual Intelligence: Ten Mindful Rules of the Road
  • Becoming Self
  • Listening for the Sounds of Change
  • Finding Spirit in the Chaos
  • Compensations of Ignorance
  • Mystery
  • Synthesis and Synergy
  • 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
  • Machine generated contents note:
  • 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 Reflects
  • Principle 10: Revolution Results from the Aggregation of Local Changes
  • Conclusion
  • Chapter Objectives
  • Rationale for Healthcare Innovation
  • Definitions and Concepts Update
  • Chapter Objectives
  • Innovation and the Quantum Leader
  • Innovation Label versus Innovation Role
  • Conclusion
  • Chapter Objectives
  • Driving the Culture of Innovation
  • Equity and Partnership
  • Decisions and Structures
  • Centrality of the Point of Service
  • Alignment, Not Motivation
  • Creating Stakeholder Value
  • Leading in a World of Constant Movement
  • Contextual/Strategic Role of the Board
  • 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 Objectives
  • Newton and Organizational Design
  • Key Drivers for Change
  • Very Complex System
  • New Healthcare Valuation Model
  • Conclusion
  • Chapter Objectives
  • Growth and Transformation
  • Avoiding Unnecessary Conflict
  • Team-Based Conflict Issues
  • Identity-Based Conflict
  • Interest-Based Conflict
  • Leading in the Post-Digital Age
  • People and Behavior
  • Conclusion
  • Chapter Objectives
  • Normative and Nonnormative Crisis
  • Leader's Perception of Crisis
  • Understanding Crisis
  • Complexity and Technology
  • Complexity and Organizations
  • Adaptive Capacity and Change
  • Human Resources Focus
  • Change Is
  • Adaptive Capacity in Human Organizations
  • Strategic Crisis Management
  • Synthesizing External and Internal Factors
  • Strategic Core
  • Team Performance
  • Team Outcomes
  • User Expectations
  • Partnership Team Process Factors
  • Impact on Outcomes
  • Internalization and Externalization
  • Postdigital Leadership
  • Ensuring a Strong Service Core
  • Crisis and Environmental Scanning
  • Crisis Preparedness
  • Planning
  • Recovery/Salvage Stage
  • Adaptive Effectiveness
  • Conclusion
  • Chapter Objectives
  • Leadership Fitness in the New Millennium
  • Vulnerability
  • Endless Change
  • Power
  • Cycle of Vulnerability
  • New Relationships
  • Complexity Communication
  • Collective Mindfulness
  • Is There a Choice?
  • Conclusion
  • Chapter Objectives
  • Failure and Error in General
  • Failures and Errors in Healthcare Service
Dimensions
unknown
Edition
Fifth edition.
Extent
1 online resource.
Form of item
online
Isbn
9781284110784
Isbn Type
(electronic bk.)
Media category
computer
Media MARC source
rdamedia
Media type code
c
Reproduction note
Electronic reproduction.
Specific material designation
remote
System control number
(NhCcYBP)EBC4826430

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