Del 213 i serien Jossey-Bass Public Health

Launching and Leading Change Initiatives in Health Care Organizations

Managing Successful Projects

Inbunden, Engelska, 2014

719 kr

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Implement change that fosters sustainable growth and better patient care Health care projects depend on astute management of change. But more than anything else, they depend on leaders who pay attention, who understand the importance of starting right, and who know how to launch projects that succeed. If leaders can increase the percentage of successful projects, patients, and practitioners everywhere will be better off and so will the organizations that depend on these projects for innovation.In Launching and Leading Change Initiatives in Health Care Organizations: Managing Successful Projects. Author David A. Shore of the Harvard School of Public Health speaks directly to the health care leaders and managers who see the need for change, but keep encountering nearly insurmountable challenges. Through his research, Shore discovered that most implementation failures occur because of a poor launch, and that strengthening processes and operations during the early weeks of a new project is a key to continued success. The book covers issues like: The preliminary groundwork that cultivates a stronger launchSystematic and selective project selectionBuilding the team that accomplishes changeSkill-building and record-keeping systems that foster sustainable growthLaunching and Leading Change Initiatives in Health Care Organizations gives leaders and managers the practical, easy-to-implement ideas and methodologies to start and manage projects successfully.

Produktinformation

Utgivningsdatum2014-08-08
Mått158 x 231 x 25 mm
Vikt340 g
FormatInbunden
SpråkEngelska
SerieJossey-Bass Public Health
Antal sidor176
FörlagJohn Wiley & Sons Inc
ISBN9781118099148

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DAVID A. SHORE, PhD, is former associate dean of the Harvard School of Public Health and founding director of the Program in Program Management. He is on the faculty of Harvard University and Adjunct Professor of Organizational Development and Change at the University of Monterrey Business School, Mexico. His previous book is Forces of Change: New Strategies for the Evolving Health Care Marketplace (also from Jossey-Bass).

List of Figures and Tables ixPreface xiAcknowledgments xviiThe Author xixPART 1 Changing Health Care 1Introduction: The Need for Change 2Chapter 1: How Organizations Can Really Change 7A Better Approach 9From “Projects” to Change Events 14Chapter 2: Criteria for an Initiative’s Success 19Failure Rates 20Doing the Right Thing Right 21Appropriate Measures of Success 24Careful Management of Risk 26Chapter 3: Planning: Seeds of Success and Failure 31A Time for Planning 32Learning from Failure 35PART 2 Select the Right Projects 41Introduction: The Crowded Runway 42Chapter 4: Identifying and Creating the Right Initiatives 47Change Initiatives as Strategic Planning 48Where Good Project Ideas Originate 53Developing Project Concepts 55Chapter 5: Selecting, Prioritizing, and MonitoringChange Initiatives 61The Project and Portfolio Management Review Board 63Criteria for Project Selection 66Prioritizing Projects 72Monitoring Projects 78PART 3 Choose the Right People 83Introduction: How Important Are Decisions about People? 84Chapter 6: What You Are Looking For 89Hard and Soft Skills 91Crucial Conversations 94Emotional Intelligence 98Trust 100Chapter 7: Assembling the Individuals for a Change Event 107“Dunbar’s Number” for Change Teams 108The Right Mixtures of People 110Roles on the Team 113The Right Number of Projects 120The Project Management Human Capital Inventory 122Do People Make a Team? 122Chapter 8: Converting Individuals into a Project Implementation Team 125Onboarding a Group 125Beginning the Onboarding Process: Day Zero 127The Next Step: Day One 128Decisions and Tracking 130Passion and Enthusiasm 132Alignment 134Trust 135Chapter 9: The First Mile and Beyond 139Index 145