Search PubMed⌕ Search

Biomedical subjects

J Flower

Publications and source records attributed to J Flower.

89 records · Page 5Linked to original sources
PubMedDate not supplied

Not your father's health care.

We in health care are living and working in a world that, for all its technical changes, differs little in its basic assumptions, structures, payment systems, beliefs, expectations, and job titles from the world of health care a generation back. How much change can we expect over the coming years? A lot more than we are prepared for. Look at the array of new technologies headed our way, from genomic sciences to customized vaccinations. Many of the breakthroughs promise incredible abilities to prevent disease, to profile our proclivities, and to manage our genetic predispositions over long periods of time, rather than merely wait until the disease manifests in an acute phase, then treat the symptoms. Digital technologies bring physicians executives enormous opportunities for new ways of gathering, storing, and mining information, for new types of communication between medical professionals, for new communications with customers, and new ways of steering large, complex enterprises. Unprecedented opportunities for change keep piling in through the door. Vast pressures for change keep building from every side. And the rewards for anyone who can lead the change keep compounding.

Computer Systems↗
PubMedDate not supplied

Relationship tech.

Explore the source record for details and available documents.

Consumer Behavior↗
PubMedDate not supplied

Watching the falling barometer.

How can physician executives create a vision, a strategy, in the face of such overwhelming forces for change? The answer has two pieces. The first is the Weather Channel: scanning the future for warning, for opportunities, for new business possibilities. The second leads us to such questions as: What is your situation? Financially? In market terms? It leads us, as well, back to the question: For you and your institution, what is your reason for being in this business? In other words, what is your foundation? If you can become clear about who you are and what you are here for in the long run, and match that with some sense of the technologies and the political and financial pressures headed your way, then you can begin to create a vision of a future that works for you. In the coming years, we will begin to create entire new ways of doing health care, new roles for hospitals, new types of medicine--and the time to begin the creation is now. If you wait until the hurricane hits, it will be too late.

Delivery of Health Care↗
PubMedDate not supplied

Believing is seeing.

Useful, well-demonstrated, well-vetted ideas in clinical practice, disease management, health care management, ideas that would save lives, save money, and make life better for the patient, are sometimes simply ignored, dismissed as radical, as completely unfounded, dangerous, and without merit. Why are new ideas so slow to spread in medicine and health care? Because believing is seeing. We do not look for something we don't believe in. In fact, we do not even see a thing if we don't believe in it. We have dedicated ourselves so powerfully to medicine, to health care as we know it, that we often do not even see any alternatives. A combination of factors makes it likely that, in the coming decade or two, we will change almost everything that is fundamental about health care and medicine. In a time of such rapid change, we desperately need to root out and question our deep assumptions and beliefs, to get off the tracks laid down by training and experience and ask questions we have never asked before.

Attitude of Health Personnel↗
PubMedDate not supplied

Ready for the storm.

The coming decade is likely to be more turbulent than any we have faced. In fact, the basic structures and roles of health care may begin to shift and dissolve in ways that we cannot begin to predict. In turbulent times, long-term plans are vulnerable to fundamental shifts in the environment. Planning recedes in importance compared to preparing--nurturing the institutional and individual capacity for change. Rigid planning is about power and control. Preparing is about unleashing the strengths of each person on the crew. Self-development is largely a matter of recognizing what your strengths are, learning to live in those strengths, while nurturing the abilities that do not come naturally. Leadership is largely a matter of creating an environment that helps your crew work from their strengths and supports them in their weaker areas.

Delivery of Health Care↗
PubMedDate not supplied

High tech, high touch.

Explore the source record for details and available documents.

Chronic Disease↗
PubMedDate not supplied

Don't fix it.

Next to doing nothing, fixing a problem is often the worst thing you could do with it. Fix a problem but miss the context, and you still have the problem--only it's bigger, it's weirder, it costs more, and everybody's grumpy. When something comes at you with a "problem" label, use it as an opportunity to connect things up, to explore, to ask the bigger questions, to find the new possibilities. When we react to a problem, we put ourselves into a dilemma. To find fruitful and creative solutions, we need to be in a place of choice, with many possibilities. Real participation--giving people real choice--is the only way you can bring people's intelligence and life experiences to bear on the situation at hand.

Choice Behavior↗
PubMedDate not supplied

What do you know?

If you run an organization, what do you know? What could you know? What is obvious--what we take for granted--hides deeper, contradictory realities. Such simple assumptions as "The goal of management is to get things done by motivating people to do them" not only hide a deeper truth, they keep us from getting to what's true. There is no short road to leadership. It is long-term. It is about relationship, in the deepest sense. Leaders don't create energy and momentum, they harness the energy and momentum that already exists in the people that they hope to lead. They connect with people, and they get out of the way.

Cooperative Behavior↗
PubMedDate not supplied

E-health: eight power factors, three scenarios.

The Internet may--or may not--revolutionize health care. It all depends on the degree of public acceptance, industry investments, physician behavior, and other critical factors. How they play out will likely determine the speed and extent of the changes ahead.

Diffusion of Innovation↗
PubMedDate not supplied

Welcome everything.

The failure of management is largely a failure to bring our whole selves to it. What parts of your self do you bring to your work? Do you bring only the management mind, only logic, only the company guidelines? Or do you bring your passions, your values, your soul, your deepest self? Do you react? Or do you respond? Letting go of what you think you know can be the first step to a creative and powerful response. Many of the tools we use in management can actually remove us from the experience and make it harder to respond. Reacting closes down options. Responding opens up possibilities and nurtures trust. This is kindness transformed into a business imperative--responsiveness.

Creativity↗
PubMedDate not supplied

Got curiosity?

The newest scientific models of decision-making suggest that the way we actually decide to do something is different from the story we put on it later. Organizations think that way, too. The real process of decision-making is hidden. Management is complex--and a key tool is curiosity. A critical question would be: "What experience are we creating?" When you get curious, separate what you notice from the story you tell yourself about it--even if the story is true. Look for the meaningful experience: your own, your employees', your customers', your physicians'. The essential act of management is to notice, to not look away.

Decision Making, Organizational↗
PubMedDate not supplied

The metabolism of change.

A flood of new technologies is engulfing health care. Adopting them can be magical, or horrifically problematic. Yet few institutions have any real, routine process for thinking about them. There are four essential actions an organization must take to explore this fascinating, confusing world of high technology.

Attitude of Health Personnel↗
PubMedDate not supplied

Suturing an organization.

Before you fix the problem, enact great change or make a far-reaching decision, take time to notice, listen and get involved. These acts provide the best insight, the best treatment, to heal an organization's wounds.

Communication↗