Organization Development in Healthcare
A Guide for Leaders
A volume in the series: Contemporary Trends in Organization Development and Change. Editor(s): Peter F. Sorensen, Benedictine University. Therese F. Yaeger, Benedictine University.
In a world saturated with the “how tos” of OD, there is a void of evidence-based resources for both organizational leaders and OD scholar-practitioners to use as a guide while navigating the complex and chaotic environment of healthcare. This handbook has been created to fill this space and provide a resource for this vital audience at a time of great change and greater potential in the healthcare arena.
The handbook will focus on the critical nature of OD in healthcare and how it applies in this unique environment; examining its broad use from hospitals to corporate offices and from small systems to multinational corporations. The book will provide research-based, practical processes and methods, while sharing compelling cases of how the compassion and care associated with healthcare is wound tightly with the OD work it encompasses.The handbook will also offer a comprehensive look at the role OD plays in the critical issues and significant changes facing healthcare today.
The handbook overall is a small part history and a small part predictions surrounding very practical and applicable uses of OD In healthcare. Through the sharing of engagement processes, revealing outcomes and connecting each concept to a living case of how OD has impacted the healthcare field, this handbook provides a unique resource for OD and HR professionals, healthcare executives, MHA students and the academic community.
Foreword, Therese Yaeger and Peter Sorenson. Introduction, Jason A. Wolf, Heather Hanson, and Mark J. Moir. PART I: CHANGE. Understanding the Multifaceted Nature of Change in the Healthcare System, Dawn E. Bowden and Stanley J. Smits. Developing a Change-Ready Organization: Building Internal Capacity for Change, Stacy B. Cupisz, Joanne Schlosser, Beth B. Stiner. Guiding Health System Change: Leadership Strategies for Organization Development, Josephine M. Kershaw and William E. Ruse. PART II: LEADERSHIP. The Strategic Role of Organization Development in Talent Management and Transforming Leadership: CEO and OD Executive Perspective, Rosa M. Colon-Kolacko. The Multidisciplinary Healthcare Leadership Model, Charlotte D. Lofton and Howard O.Straker. Collaboration in Healthcare: A Complex Proposition for One Leadership Team, Daniel J. Dangler and Susan Burns-Tisdale. PART III: ENGAGEMENT. Promoting Employee Engagement, Tabitha Moore. Intrinsic: The Missing Link to Creating a Culture of Wellbeing and Employee Engagement, Rosalind Ward. PART IV : NEW VIEWS. Leading Important Conversations: The Schwartz Center Rounds®, Kathryn Kaplan. The Value of Appreciative Intelligence in the Culture of Senior Living, Diane Doumas. Span of Control: Designing Organizations for Effectiveness, Kelly Topp and Jon H. Desjardins. Innovation and Engagement: What Works When Diligence and Good Intentions Are Not Enough, Lisa Kimball and Carlos R. Arce. Organization Development in the New Age of Healthcare Reform, Diane L. Dixon. Learning to Resist “Resistance to Change” in Academic Medicine, Marvin Weisbord. Organization Development in Health Care: The Dialogue Continues, Heather Hanson, Mark J. Moir, and Jason A. Wolf.`
> Organizational Theory
> Organizational Development
MORE TITLES IN THIS SERIES
Global Organization Development: Managing Unprecedented Change
Strategic Organization Development: Managing Change for Success
Optimizing Talent: What Every Leader and Manager Needs to Know to Sustain the Ultimate Workforce
Educating the Scholar Practitioner in Organization Development
Creating Opportunities for Change and Organization Development in Southern Africa
Critical Issues in Organizational Development: Case Studies for Analysis and Discussion
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