Whole-Systems Leadership and Healing

2018 ◽  
pp. 365-370
Author(s):  
Mary Jo Kreitzer
Keyword(s):  
Effective Leadership ◽  
Social Issues ◽  
Positive Change ◽  
Shared Values ◽  
System Leadership ◽  
Adaptive Action ◽  
Systems Leadership ◽  
Whole Systems ◽  
Deep Listening

Social issues in education, housing, employment and the environment are linked and have a major impact on health comes. Effective leadership is collaborative and grounded in the shared values of people who work together to effect positive change. Whole-systems leadership builds capacity for adaptability, learning, and innovation. In displaying whole-system leadership, integrative nurses much engage in deep listening, have an awareness of the systems in which they are operating, have an awareness of self, seek diverse perspectives, suspend and embrace uncertainty when appropriate, and be ready take adaptive action. This chapter discusses whole-systems leadership in the context of integrative nursing and healing.

Whole-Systems Healing

2014 ◽  
pp. 47-55 ◽  
Author(s):  
Mary Jo Kreitzer ◽  
Jayne Felgen ◽  
Patricia A. Roach
Keyword(s):  
Systems Approach ◽  
World View ◽  
Well Being ◽  
Complexity Science ◽  
Whole Person ◽  
Adaptive Action ◽  
Systems Leadership ◽  
Whole Systems ◽  
Deep Listening ◽  
Health And Well Being

Integrative nursing embodies a whole person/whole systems approach to advancing the health and well-being of people, organizations, communities and the environment. It is based on a whole systems world view, an approach that recognizes that a change in any part of the systems causes a change in the whole system. Whole systems thinking and leadership draws from concepts and principles of complexity science, social networks, social change and gentle action. Whole systems leadership embodies competencies of deep listening, awareness of systems, awareness of self, seeking diverse perspectives, suspending certainty and embracing uncertainty, and taking adaptive action.

scholarly journals Camp Research: What? So What? What’s Next?

2018 ◽  
Vol 13 (1-2) ◽  
pp. 316-326
Author(s):  
Karla A. Henderson
Keyword(s):  
Youth Development ◽  
Outcomes Research ◽  
Social Issues ◽  
Later Life ◽  
Positive Change ◽  
Special Issue ◽  
Additional Consideration ◽  
Research Staff

This special issue of the Journal of Youth Development provides a means to highlight where camp research is today based on the articles presented. Several common areas are identified: role of theory, addressing social issues, methodological imagination, emerging audiences, samples, linking operations and outcomes research, staff and youth development, moving outcomes from what to how, and thoughtful and intentional implications for practice. Areas that need additional consideration in future camp research and issues that can be addressed by camp professionals include further examining how positive change occurs in camp, noting the value of the transfer of camp experiences to later life, using critical analyses of what camp experiences mean, and examining areas that have been under-researched such as day camps. 

scholarly journals Case for rethinking system leadership and its development in public health

2020 ◽  
Vol 30 (Supplement_5) ◽  
Author(s):  
T Smith
Keyword(s):  
Public Health ◽  
Leadership Development ◽  
Performance Management ◽  
System Development ◽  
Leadership Capacity ◽  
System Leadership ◽  
Systems Leadership ◽  
Management Staff ◽  
Leadership Research ◽  
Developing System

Abstract Background There is growing recognition of the importance of leadership in Public Health (PH) practice, and the need to embed it into the education and training of PH professionals. However the theoretical discourse within leadership research has changed significantly and there is recognition that previous conceptualisations of leadership, and our ways of developing it may be flawed, and need to be changed in practice. Objectives This presentation will discuss development of leadership theory, and system leadership. In particular it will highlight how System Leadership differs from previous understandings of leadership and the implications of this for ph practitioners and those charged with developing system leadership capacity within public health. Body of the session Leadership in organisations is mostly focused on current/anticipated internal challenges (strategy, performance management, staff engagement, etc.). Leaders are generally developed via individual leader development rather than a focus developing Leadership capacity across organisations/systems. Within PH it is increasingly realised that single organisations can no longer respond effectively to the “wicked” issues they face. They do not possess sufficient know-how to address the complex and multi-dimensional problems faced, so leadership models based on a single hierarchical organisation are not sustainable. There is a need to work collectively in an ecosystem-based approach (not an ego-based system). System Leadership development requires that participants are actively engaged in real attempts to improve PH System. Development requires that underlying values are made explicit, explored and diversity embraced. The emphasis will be on supporting learners in the doing rather than critiquing or talking about it. Conclusions There is need to appreciate fully the nature of systems leadership, together with implications for PH practice and the development of system leadership capacity throughout the PH workforce.

Population child health: understanding and addressing complex health needs

2020 ◽  
pp. archdischild-2019-317373
Author(s):  
Katelyn Aitchison ◽  
Helen McGeown ◽  
Ben Holden ◽  
Mando Watson ◽  
Robert Edward Klaber ◽  
...  
Keyword(s):  
Social Issues ◽  
Early Years ◽  
Health Needs ◽  
Medical Problems ◽  
Medical Needs ◽  
Good Concordance ◽  
Poor Outcomes ◽  
Proactive Care ◽  
Whole Systems ◽  
Neurodevelopmental Problems

Advances in paediatric care mean that more children with complex medical problems (heart disease, neurodevelopmental problems and so on) are surviving their early years. This has important implications for the design and delivery of healthcare given their extensive multidisciplinary requirements and susceptibility to poor outcomes when not optimally managed. Importantly, their medical needs must also be understood and addressed within the context of the child and family’s life circumstances. There is growing recognition that many other factors contribute to a child’s complex health needs (CHNs), for example, family problems, fragmentation of health and care provision, psychological difficulties or social issues.To facilitate proactive care for these patients, we must develop accurate ways to identify them. Whole Systems Integrated Care—an online platform that integrates routinely collected data from primary and secondary care—offers an example of how to do this. An algorithm applied to this data identifies children with CHNs from the entire patient population. When tested in a large inner-city GP practice, this analysis shows good concordance with clinical opinion and identifies complex children in the population to a much higher proportion than expected. Ongoing refinement of these data-driven processes will allow accurate quantification and identification of need in local populations, thus aiding the development of tailored services.

The state-of-play in physician health systems leadership research

2019 ◽  
Vol 32 (4) ◽  
pp. 620-643
Author(s):  
Betty Onyura ◽  
Sara Crann ◽  
Risa Freeman ◽  
Mary-Kay Whittaker ◽  
David Tannenbaum
Keyword(s):  
Health System ◽  
Health Systems ◽  
Leadership Practices ◽  
Future Research ◽  
System Reform ◽  
Physician Leadership ◽  
Content Type ◽  
Physician Participation ◽  
System Leadership ◽  
Systems Leadership

Purpose This paper aims to review a decade of evidence on physician participation in health system leadership with the view to better understand the current state of scholarship on physician leadership activity in health systems. This includes examining the available evidence on both physicians’ experiences of health systems leadership (HSL) and the impact of physician leadership on health system reform. Design/methodology/approach A state-of-the-art review of studies (between 2007 and 2017); 51 papers were identified, analyzed thematically and synthesized narratively. Findings Six main themes were identified in the literature as follows: (De)motivation for leadership, leadership readiness and career development, work demands and rewards, identity matters: acceptance of self (and other) as leader, leadership processes and relationships across health systems and leadership in relation to health system outcomes. There were seemingly contradictory findings across some studies, pointing to the influence of regional and cultural contextual variation on leadership practices as well entrenched paradoxical tensions in health system organizations. Research limitations/implications Future research should examine the influence of varying structural and psychological empowerment on physician leadership practices. Empirical attention to paradoxical tensions (e.g. between empowerment and control) in HSL is needed, with specific attention to questions on how such tensions influence leaders’ decision-making about system reform. Originality/value This review provides a broad synthesis of diverse papers about physician participation in health system leadership. Thus, it offers a comprehensive empirical synthesis of contemporary concerns and identifies important avenues for future research.

scholarly journals The Colombian city of Medellín: discussing the impact of social

Europa XXI ◽  
2020 ◽  
Vol 39 ◽  
pp. 99-120
Author(s):  
Ewelina Biczyńska
Keyword(s):  
Urban Space ◽  
Social Issues ◽  
Positive Change ◽  
Public Places ◽  
Social Challenges ◽  
Actual Effectiveness ◽  
The Impact ◽  
The City

While the Colombian city of Medellín used to be infamous as the world’s most violent (1991), a more recent image is as the most innovative (2013). The case of Medellín is thus taken to epitomise possibilities for positive change, with the city being looked up to by others. The particular renown here is as one of the cradles of the so-called ‘social urbanism’, an approach to city-making that aims to resolve social issues by means of interventions in urban space, via infrastructure, public places, etc. However, while the successes of this approach have been acknowledged and vaunted internationally, certain less-successful effects have often tended to be silenced. This paper therefore focuses on the more-shadowy side to social urbanism, and on ways of proceeding that remain in place despite the transformations announced. The aim is thus to contribute to a fact-based discussion on the actual effectiveness of social urbanism in addressing social challenges.

scholarly journals Systems Leadership: how Chief Executives manage tension between organisation and system pressures

2021 ◽  
Author(s):  
Ben Gordon ◽  
Matthew Gwynfryn Thomas ◽  
Lisa Aufegger ◽  
Ara Darzi ◽  
Colin D Bicknell
Keyword(s):  
Interpersonal Relationships ◽  
Decision Making Process ◽  
Current Policy ◽  
Complex Environment ◽  
Structured Interviews ◽  
Policy Area ◽  
Chief Executives ◽  
Specific Policy ◽  
System Leadership ◽  
Systems Leadership

Aim: System leadership is the requirement for a leader of a single organisation to operate on behalf of a wider system, rather than their individual organisation. It is not clear to what extent the current policy landscape supports leaders in managing misalignment between the needs of their organisation and the wider system, as many national structures still emphasise a focus on individual organisations. This study aims to understand how Chief Executives implement system leadership in practice when faced with decisions that benefit the system to the detriment of their own trust. Methodology: Semi-structured interviews were conducted with ten Chief Executives from a range of trust types to understand their perceptions and decision-making process in practice. Semantic thematic analysis was used to draw out themes in relation to how Chief Executives approach decisions which weigh up the system and organisation. Results: Themes raised by interviewees included both advantages (such as support in managing demand) and disadvantages (such as increased bureaucracy) of system leadership and practical considerations in operationalisation (such as the importance of interpersonal relationships). Interviewees endorsed system leadership in principle, but did not feel that the organisational incentives as currently structured support the implementation of system leadership in practice. This was not seen as a major challenge or impediment to effective leadership. Conclusion: As a specific policy area, a direct focus on systems leadership is not necessarily helpful. Chief Executives should be supported to make decisions in a complex environment, without a specific focus on healthcare systems as a unit of operation.

Online-Only Brings Positive Change to ASHA Journals

ASHA Leader ◽  
2010 ◽  
Vol 15 (3) ◽  
pp. 24-24
Author(s):  
Marilyn Newhoff
Keyword(s):  
Positive Change
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