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CHAPTER 4

CHAPTER 4. Crisis Management Leading Constant Change When written in Chinese, the word “crisis” is composed of two characters – one represents danger and the other represents opportunity - John F. Kennedy.

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CHAPTER 4

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  1. CHAPTER 4 Crisis Management Leading Constant Change When written in Chinese, the word “crisis” is composed of two characters – one represents danger and the other represents opportunity -John F. Kennedy

  2. Health care workers must understand that they must be able and willing to confront the unexpected • Since the dawn of time, crises has always been with us • NORMATIVE CRISIS • The Leader’s Perception of crisis • Understanding Crisis • Crisis comes in all forms • The more complex the infrastructure, the more interdependent the elements that make it up • Technologies may be identified in the instruments of creativity and in the products of human ingenuity

  3. Through the use of technology the human experience can be: • Expanded • Deepened • Broadened • COMPLEXITY AND TECHNOLOGY • Organizational AND relational issues are highest on the priority list of human interest and exploration

  4. CONFLICT IN THE COMMUNITY • Complexity and Organizations • Human organizations are exemplars of both a broad and a narrow aggregation of human activity • Human organizations must adapt to changing circumstances • Adaptation is a critical factor in an organization’s ability to continue to thrive and succeed • Adaptation is a fundamental predictor of continuing existence

  5. Adaptive Capacity and Change • Strong executive leadership requires that a strategic focus and a well-planned process related to contingent and disruptive conditions be incorporated into the normative planning activities of the organization • There must be organizational commitment both in the design of the infrastructure • The need to understand the elements of the change process and a coherent organized response to the dynamics of change • Leaders must articulate the vagaries and characteristics of change

  6. Communications systems require a multifocal, multichannel approach to information generation and the management of communication around specific change events. • The communication channels must not impede patient service and clinical activities in a way that interrupts the viability and effectiveness of the services

  7. THE HUMAN RESOURCE FOCUS • Human resources focus on the value and processes associated with normative change • Leaders must always be aware of both: • The need for and the process associated with deliberation of the critical actions steps to: • Organizational • Contextual • Strategic shifts • Adaptive Capacity in Human Organizations

  8. CHAOS, COMPLEXITY, AND CRISIS • Understanding chaos theory reflects the constant contest between stability and chaos where the activities of creativity unfold. • The notion of emergent order is consistent with adaptation • Strategic Crisis Management • DYNAMIC CYBERNETIC TEAM MODEL (DCTM) • Synthesizing External and Internal Factors • Strategic Core • Team Performance

  9. Insert Figure 4-1 Dynamic Cybernetic Team Adaptation Model

  10. Insert Figure 4-2 Strategy Core

  11. Insert Figure 4-4 Team Outcomes

  12. Customer Expectations • Team Process Factors • Focus factors: • Goals • Competence • Resources • Work demands • Results • Outcome of the successful flow • Impact on Outcomes

  13. Insert Figure 4-5 Process Factors

  14. CYBERNETIC AND INTERACTING ENVIRONMENTAL SCANNING PROCESS • Whenever the environment of the organization externally comes in contact with the internal mechanisms of the organization, the urge and intersection for change occurs • Internalization and Externalization • Human organizations do not function in isolation • External Forces: the ability of the organization to recognize external forces and to see them within the context of the organization’s lived experience

  15. Internal Forces • Have a strong impact on an organization’s ability to respond to changing circumstances and demands that affect its ability to thrive • Leaders must adapt and reframe work dynamics in a relatively short time and in a way that ensures appropriate linkage between work processes and changing demand

  16. Insert Figure 4-13 Business Core

  17. Ensuring a Strong Service Core • When a mission has been constructed to reflect the vision and values of the organization, it must be inculcated into every person and activity in the organization • The language of leadership must reflect the requisites of: • Embracing the mission • Identifying how individual work effort contributes to it • Ensuring that work outcomes advance the organization’s mission and purpose

  18. Crisis and Environmental Scanning • The skilled leader recognizes this dynamic is part of the constancy of work and relationship • The effective leader understands the internal work dynamics and relationships within the organization at a high level of proficiency • The reverse is also true • Effective leaders are always assessing information and resources that bring the leader to an understanding of the convergence of dynamics, creating a set of conditions that influence or affect current operation or work

  19. Insert Figure 4-15 Signals

  20. Insert Figure 4-16 Triggers

  21. CRISIS PREPAREDNESS • Planning • The crisis preparedness plan should address the following issues: • The various levels and activities • The formation and membership of the Crisis Plan Group • The identification and determination of specific arenas of sensitivity or potential external and internal risk factors • The design, form, format, structure, and process activities • The structure, methodology, technology, and processes associated with data gathering and analysis • A clearly enumerated and specifically designed written crisis preparedness plan • A regularly scheduled mechanism for testing the veracity and effectiveness of the crisis preparedness plan

  22. Insert Figure 4-17 Aimless Vagaries/Variances

  23. Insert Figure 4-18 Crisis Preparedness Plan and Environmental Scanning System

  24. Recovery/Salvage Stage • Leaders should recognize that temporary refocusing of resources and efforts may be required in the short term • Adaptive Effectiveness • Executive leadership needs to be clear about the adjustments related to the interface between strategic operational and clinical services • Systems Evaluation • Focuses on the application interface of each component in the process in the system’s flexibility and fluidity in adapting to real-time crisis

  25. Insert Figure 4-20 Systems Evaluation and Environmental Scanning

  26. A systems evaluation focuses on the application interface of each component in the process in the system’s flexibility and fluidity in adapting to real-time crisis • Appropriate systems evaluation should include: • The elements related to the organizational and human response to broad-based change • To critical events • Leaders must demonstrate that the system is effective in its ability to: • Anticipate and predict potential change • Adequately respond in the presence of critical events and unplanned occurrences

  27. Good systems evaluation should include: • An assessment of successful approaches that represent the organization’s adaptive ability and capacity to respond to the need for immediate change • The impact of the change • The ability of individuals and groups to respond and adapt quickly to the demand for a change • Strong systems evaluation include: • Reviewing the impact of multiplexcity • The diversity of interactions and relationships • redundancy

  28. Three major components of the cybernetic process: • Team-based synthesis • Environmental scanning • Adaptive effectiveness • Leaders must demonstrate systems skills, a capacity for innovation and a high degree of adaptation

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