Leadership for Evidence-Based Innovation in Nursing and Health Professions

Description

Title Page Copyright Page Contents Contributors Reviewers Introduction Chapter 1 Future of Evidence, Innovation, and Leadership in Health Care: A Model for Leading Change Are We Moving Too Slowly? The Paradox of the Box: Moving to an Interconnected Framework Evidence Innovation Leadership The Evidence–Innovation–Leadership Framework Using the Evidence–Innovation–Leadership Framework to Create Change Competency 1: Understand the Foundations of the Innovation, Evidence, and Leadership Dynamic Competency 2: Leading Yourself Competency 3: Building an Advanced Innovation Skill Set Competency 4: Communicating and Connecting Competency 5: Building Momentum and Initiating Change Summary References Chapter 2 Innovation Leadership Behaviors: Starting the Complexity Journey Leadership as a Team Dynamic Organizational Pressures That Facilitate Adaptation Innovation and the Leadership Gap Leadership Research Trait Leadership Theories Style Leadership Theories Transformational Leadership Theories Outcomes of Traditional Leadership Models Summary of Traditional Leadership Theories Complexity Leadership Healthcare Quality and a Lack of Innovation Seven Characteristics of Innovation Leadership Implications References Chapter 3 Emergence and Disruption: Working on the Edge of Evidence Meaning Making in Organizational Life Complexity Science for Complex Environments One Umbrella Unit of Analysis Working in Real Time: Sensing the Emergence of Innovation The Iterative Innovation Process Using Our Words to Leverage Relational Practices Relationship as the Vehicle for Change Reflexivity New Lens, New Opportunities for Change Organizational and Human Patterns Advance Innovation Emergence in the Moment Leveraging Relational Practices to Create Change References Chapter 4 From Organization as Machine to Organization as Conversation: Making Sense of Complexity in Health Care Worldviews: If We Believe It, We See It Organization as Conversation Complex Relational Being Working Live: Improvisation Complex Relational Health Care: Beyond Instrumentality and Either/or Thinking Innovation as Transformational Conversation Say Yes to the Mess References Chapter 5 Evidence-Based Practice and the Dynamic of Innovation: A Model for the Advancing Practice Excellence Introduction Why Evidence and Innovation? What Is Evidence? Evidence as a Requirement for Practice Standardization and Evidence Evidence as Movement Innovation and Evidence The Cybernetic Model for Evidence and Innovation The Cybernetic Process and Risk as Fuel for Evidence and Innovation Cybernetic Evidence and Innovation Model Knowledge Creation and Research Practice Expertise: Translation to Impact Individual, Personal, and Cultural Values and Practices The Cultural Framework for Innovation and Care Cybernetic Interface of Innovation and Evidence The Key: Leadership References Appendix 5A: Exemplars of the Cybernetic Integration of Evidence and Innovation Chapter 6 Assessing Your Innovation and Evidence Capacity: Essentials for Organizational Infrastructures Introduction Historical State of Organizational Leadership: Sans Evidence Driving Forces That Are Shifting Organizational Structure More Thoughts on the Impact of the Internet Moving Forward: Rethinking Organizational Structure and Role Accountabilities Complexity: Moving from a Static to Dynamic Paradigm Leaders, Managers, and Direct Care Provider Roles in an Evidentiary Dynamic Role Accountability, Responsibility, and Knowledge Ownership Evidence-Driven Decision Making and Analysis: Managing Data and More Data Technology and Human Integration Overcoming Dogma and Belief Caveat: Beware of Motivation Strategies Summary References Chapter 7 Shifting Workforce Paradigms: From Quantity to Value-Driven Staffing Using Evidence and Innovation Introduction Driving Forces for Change and Innovation in Staffing New Opportunities Challenges and Obstacles to Change The Value Approach: An Innovative Model to Advance Staffing Adequacy Clarifying the Work of Nursing Anticipated Outcomes from a Value-Driven System References Chapter 8 Failure and Resilience: Driving Sustainable Innovation Understanding Failure The Truth about Failure Prediction and Failure Structural Failure: An Impediment to Innovation Intentional Failure: Essential Facilitator of Innovation Harnessing Failure as a Strategy of Success Trial and Error: Partnering Failure and Innovation Failure as a Tool Set for Effective Change Minimizing the Potential for Unnecessary Failure Innovation for Value The Capacity to Be Relevant A Failure of Leadership Summary References Chapter 9 Leading Innovation and Performance Improvement for High-Performing Systems Introduction The Need to Combine Exploration and Exploitation Organizational Evolution toward High Performance Leading PI Leading Innovation Leader’s Role in Creating High-Performing Systems References Chapter 10 The Best Way to Predict the Future Is to [Co]Create It: A Technology Primer for Healthcare Leaders Introduction Digital Health Technology and Nursing Leadership Emergent Digital Health Technology Process, Structures, and Nursing Leadership: Implications for the Profession Conclusions References Chapter 11 Incorporating New Evidence from Big Data, Emerging Technology, and Disruptive Practices into Your Innovation Ecosystem Introduction Information at the Caregivers’ Fingertips New Sources of Data in Health Care The Disruption of Evidence Model Emerging Technology and Other Sources of New Evidence Informatics Competencies for Leaders Summary and Issues References Chapter 12 From Patient- to Person-Centered Care: Re-Forming Relationships in Health Care Origins and Evolution of Patient-Centered Care Contemporary Patient- and Person-Centered Care—Same or Different? Tensions in the Practice of Patient-Centered Care Patient-Centered Care in the Knowledge Era Tools to Engage Patients in Innovation and EBP Patient-Centered Leadership Relationship-Centered Care Onward to Innovations in Care References Chapter 13 Toxic Leadership: Leadership Behaviors That Kill Innovation and How to Avoid Them Complex Systems and Toxicity: Origins of the Infection The Toxic and Failing Leader Organizational Sources of Toxicity How to Address Toxicity What to Do If You Are Stuck in Toxicity Conclusion References Appendix 13A: Are You Resolved to Reduce Friction in Your Workplace? Chapter 14 Organizing Systems for Successful Innovation: Examples from the Field Introduction Innovative Organizational Structure Innovative Practice Model Innovative Employee Engagement Innovative Thinking Innovative Ways to Build Resilience Other Resiliency Builders and Stress Relievers at Cincinnati Children’s Other Ideas for Boosting Resiliency Conclusion References Chapter 15 Building Diverse Partnerships in Health Care and Industry: How Organizations Must Partner to Build Disruptive Futures Current State of the Healthcare Industry and Labor Unions Healthcare Industry: Innovation Evidence-Based Partnerships in Innovation: The Kaiser Permanente Example Innovation in Partnership and Solidarity: The Electronic Healthcare Record Background and Implementation Ongoing Innovation Lessons in Healthcare Innovation Leadership for Partnership and Innovation Innovation Outside Health Care References Chapter 16 Disrupting the Undisruptable—Innovation and Healthcare Education Introduction Disrupting the Undisruptable: The Titanic That Never Sank Reflections on What Is and Why We Need Disruption The Canary in the Mine Shaft: Dissatisfaction in Health Care Quality and Consistency of Education Amid Faculty Shortages Interprofessional Education and Practice: The Key to Meeting Future Needs Where Do We Go from Here? Revisiting the Organization as Conversation The Nature and Aims of Healthcare Education Revisited Teaching in the Knowledge Era: Learning in a Wired World Teaching into the Future: Relationship-Centered Care and Interprofessional Practice Strengthening the Practice–Education Connection References Index