"Disparities in health and wellness are intrinsically linked with local physical and socioeconomic disparities, but also to a sense of community. In the face of structural inequities and lack of access to needed health care, America needs leaders to guide communities toward a culture of health. This book represents a practitioner's view on community engagement and how we can build a culture of health through community grown solutions. The contributors discuss how each exercises community action, organizes and educates to reduce disparities in health, and works to increase access to community resources"--

Building on the revolutionary Institute of Medicine reports To Err is Human and Crossing the Quality Chasm, Keeping Patients Safe lays out guidelines for improving patient safety by changing nurses' working conditions and demands. Licensed nurses and unlicensed nursing assistants are critical participants in our national effort to protect patients from health care errors. The nature of the activities nurses typically perform â€" monitoring patients, educating home caretakers, performing treatments, and rescuing patients who are in crisis â€" provides an indispensable resource in detecting and remedying error-producing defects in the U.S. health care system. During the past two decades, substantial changes have been made in the organization and delivery of health care â€" and consequently in the job description and work environment of nurses. As patients are increasingly cared for as outpatients, nurses in hospitals and nursing homes deal with greater severity of illness. Problems in management practices, employee deployment, work and workspace design, and the basic safety culture of health care organizations place patients at further risk. This newest edition in the groundbreaking Institute of Medicine Quality Chasm series discusses the key aspects of the work environment for nurses and reviews the potential improvements in working conditions that are likely to have an impact on patient safety.

We know why diversity is important, but how do we drive real change at work? Diversity and inclusion expert Jennifer Brown provides a step-by-step guide for the personal and emotional journey we must undertake to create an inclusive workplace where everyone can thrive. Human potential is unleashed when we feel like we belong. That's why inclusive workplaces experience higher engagement, performance, and profits. But the reality is that many people still feel unable to bring their true selves to work. In a world where the talent pool is becoming increasingly diverse, it's more important than ever for leaders to truly understand how to support inclusion. Drawing on years of work with many leading organizations, Jennifer Brown shows what leaders at any level can do to spark real change. She guides readers through the Inclusive Leader Continuum, a set of four developmental stages: unaware, aware, active, and advocate. Brown describes the hallmarks of each stage, the behaviors and mind-sets that inform it, and what readers can do to keep progressing. Whether you're a powerful CEO or a new employee without direct reports, there are actions you can take that can drastically change the day-to-day reality for your colleagues and the trajectory of your organization. Anyone can—and should—be an inclusive leader. Brown lays out simple steps to help you understand your role, boost your self-awareness, take action, and become a better version of yourself in the process. This book will meet you where you are and provide a road map to create a workplace of greater mutual understanding where everyone's talents can shine.

Advancing health equity calls for a new kind of leader and a new approach to leadership development. Clinical Scholars and Culture of Health Leaders are mid-career leadership development programs supporting the emergence of collaborative and systemic approaches, bringing teams of leaders together with others in the community to work toward the common goal of lessening health disparities. In each chapter of this book, the authors share how they tackled seemingly intractable issues, making headway through applying the principles of adaptive leadership in unbounded systems to create not only outcomes but also impacts on health disparities and, in some cases, sustainable and scalable applications. In this volume, you will learn how Clinical Scholars and Culture of Health Leaders programs curated and measured the successful learning and development of these dedicated health-equity advocates.

Written by industry professionals: a workplace safety specialist in conjunction with a practicing physician and medical manager. Provides recommendations for assessing hospital safety practices as well as specific suggestions for behavioural interventions. Brings a systematic approach to healthcare safety, identifying common problems through illustrative case studies and offering solutions. Offers several different perspectives including patient safety, doctor safety, and administrator safety.

Quantum Leadership: Creating Sustainable Value in Health Care, Fifth Edition provides students with a solid overview and understanding of leadership in today’s complex healthcare delivery system. Important Notice: The digital edition of this book is missing some of the images or content found in the physical edition.

"Explores leadership within the context of a new understanding of complex adaptive systems and complex responsive processes. The leader is seen through a new lens of relational leadership in a way that emphasizes numerous skill sets for managing increasingly complex and diverse healthcare delivery systems in an era of constant movement and change. Emphasizes the characteristics and role of the complexity leader through both describing the context of complexity and the application of the role as a leader of these complex systems. Addresses postindustrial, complex and highly mobile organizational systems, and integrates the essential requirements for Quality Matters certification of online courses"--

New Edition Available 12/28/2012 This thorough revision maintains the same basic structure of the first edition of Public Health Leadership. In five parts, it explores the basic theories and principles of leadership and then describes how they may be applied in the public health setting. Leadership skills and competencies, as well as methods for measuring and evaluating leaders are also thoroughly covered. The final chapter has been expanded to cover the future of public health and global leadership. Four new chapters have been added to the Second Edition: a chapter on the interface between management and leadership, a chapter on systems and complexity leadership concerns, and a chapter on employee development. The final new chapter will explore the transition from traditional leadership roles to the new roles required by a focus on bioterrorism and other disasters. New case studies, interviews, and exercises have also been added. The Second Edition also features new sidebar boxes with quotes from classic and contemporary writers on leadership.

Becoming a Healthcare Leader introduces readers to theories, philosophies, strategies, methods, techniques, and lessons that have proven effective when applied to the field of healthcare management. The book shares insights from experienced hospital and healthcare leaders and prepares students for success in entry-level administrative positions and beyond. The material explores the important role leadership plays in an industry in transition, as well as what is needed to become an effective healthcare leader. In addition, it addresses specific leadership skills such as creating a culture of collaboration, fostering accountability, and putting motivational theories into practice. Students also learn about creating a strategic vision, developing a business planning cycle, marketing health service delivery, making business presentations, and dealing with the media. Becoming a Healthcare Leader is a practical tool for teaching and learning about becoming an effective healthcare leader at any level or position. It can be used in general healthcare management and leadership classes by those focused on becoming an effective healthcare leader, as well as by those already practicing leadership in a health service organization. Featuring newly added discussion questions, the book is equally effective for in-class, online, and hybrid courses.

Using construction as their metaphor, authors Joe Tye and Bob Dent make a compelling case that a healthcare organization’s invisible architecture—a foundation of core values, a superstructure of organizational culture, and the interior finish of workplace attitude—is no less important than its visible architecture. Further, they assert that culture will not change unless people change, and people will not change unless they are inspired to do so and given the right tools. The fully updated second edition of Building a Culture of Ownership in Healthcare takes readers on a journey from accountability to ownership—providing a proven model, strategies, and practical solutions to help improve organizational culture in the healthcare setting. Learn how investing in your organization and your people can enable a significant, successful change in productivity; employee engagement; nurse satisfaction, recruitment, and retention; quality of care; patient satisfaction; and financial outcomes.