HAS 6400

Week Three

Dr. Burton

"Tough Love" for misbehaving children.• Most of America's population thinks it very improper to spank

children, so a friend of mine has tried other methods to control her kids when they have one of "those moments".

• One that she found very effective is to just take the child for a car ride and talk.

• They usually calm down and stop misbehaving after the little car ride together.

• This is a photo of one of the sessions, with her son, in case you would like to use the technique. Its very effective!

Savvy Sayin’s

“Treat mule-headed men the same way you’d treat a mule you’re fixin’ to corral. Don’t try to drive ‘em in. Jus’ leave the gate open a crack ‘n let ‘em bust in.

• Public servants say, always with the best of intentions, "What greater service we could render if only we had a little more money and a little more power." But the truth is that outside of its legitimate function, government does nothing as well or as economically as the private sector.

• Address to the nation, October 27, 1964 Ronald Reagan

John Maxwell’s strategy for leadership

Predetermine a course of action.

Lay out you goals.

Adjust your priorities.

Notify key personnel.

Allow time for acceptance.

Head into action.

Expect problems.

Always point to the successes.

Daily review your plan.

The primary responsibility of governing boards:

• Seeing that the interests of the commercial shareholders (or the nonprofit stakeholders) are met.

• Thus, who are the stakeholders?

Leadership for the Future

Stakeholders for:Catholic Acute Care Hospital

Medical Group Not-for-profit HMO

The sponsoring religious congregation

Patients Employers/purchasers

Purchasers and insurers Physicians Enrollees

Underinsured and uninsured customers

Staff The community

Medical groups owned by the hospital

Referring physicians Physicians

Physicians and medical groups loosely affiliated

Hospitals Hospitals

The community that forms the primary service area

Community Government regulators

Purchasers and insurers

Government regulators

Stakeholder Interests

Quality

CostAccess

Responsibilities of Governance• Developing Mission and Vision Statements• Developing the Strategic Plan• Choosing the Organization’s Leader• Evaluating the Organization’s Leader• Ensure Quality of Care• Assume Fiduciary Responsibility for the

Success of the Organization• Ensure the Effective and Efficient

Functioning of the Board

Board Composition

• Composition

• Size (10 – 15)

• Term Limits 3/3

• Legal Restrictions – IRS < 49% interested parties on tax exempt

boards

Board Structure

• Highly Centralized– efficiency– Integrated systems

• Decentralized

• Physician presence?

Governance Challenges

• Consider Stakeholder interests

• Evaluate the Decision-making Process Continually

• Observing the line between the Governance and Management

Committees

• Executive Committee• Personnel Committee• Nominating Committee• Finance Committee• Information Systems Committee• Strategic Planning Committee• Facilities Committee• Quality Assurance Committee

Managing your Boss—”Possible or Not?”

• What do we know about the techniques of “managing your boss?”– Bring solutions not problems.– Never try to manage your boos until you can

manage yourself.– “It’s more dangerous to underrate the boss

than to overrate him, but the biggest mistake you can make in to underrate him and be caught at it.” Peter Drucker

“Collective Genius”Linda A. Hill

Management 21C

• Collective genius is not an oxymoron.– “Significant creative breakthroughs represent

years of sustained activity with others.”– Creative tension between individuals with

“widely different but complementary abilities or points of view.”

Pasteur’s Quadrant

Where Basic Science & Technological Innovation Meet……for the research community and students to promote the

public good and enrich educational experiences

Pure Basic

Research[Bohr]

Use-InspiredBasic Research

[Pasteur]

Pure AppliedResearch

[Edison]

Considerations of Use? No Yes

Quest

for

Fundam

en

tal U

nders

tand

ing

?

N

o

Y

es

Why Collectives?

• New organizations– Lean, adaptive, global– Strategic alliances with suppliers, customers

and even competitors.

• Companies as “collectives” vs. “networks”• A collective can be treated as:

– Singular when thought of as a whole– Plural when individual members act

separately

Leaders have 3 primary responsibilities.

1. To articulate why the collective exists

2. To determine who should be part of the collective

3. At at once unleash and harness the genius of the collective

Articulating why the collective exists

• Mission and vision.– Moral and strategic vision defines the

collective’s identity.– The vision needs to tap into people’s

professional pride, the engine for the extraordinary motivation and commitment demanded by creativity.

Who should be part of the collective?

• “Collective genius can occur only of the right members are in the collective, i.e. the multiple and diverse geniuses or expertise required to live the vision.”

• Example of Bernabe’s turnaround and privatization of Eni.Looked for talent inside the company.

Unleashing and harnessing the collective genius.

• Shaping the culture and processes: The creative process as managing paradox.– Embrace individual differences and collective identity

and goals– Foster support and confrontation among members– Focus on performance and learning and development– Balance the leader’s authority and the discretion and

autonomy of the members of the collective.

Shaping the Structure: An action orientation

• What vital decisions must be made or activities carried out for the company to flourish?

• Where does the necessary expertise reside?

• Drucker’s analogy of self managed teams:– Improvisational jazz ensemble– Tennis doubles team

“The biggest obstacle to launching a successful company is no longer attracting financial capital but attracting intellectual capital.”

“Leaders can cope with the dualities of leading collective genius because they see the world in shades of gray, not black and white, and yet can be decisive and take big risks.”

“A leader…is like a shepherd. He stays behind the flock, letting the most nimble go on ahead, whereupon the other follow, not realizing that all along they are being directed from behind.”

Nelson Mandela.

Question: Does Nelson know anything about herds of sheep and goats.?