Healthcare Leadership in Times of Crisis | springerprofessional.de

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2021 | Buch

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Healthcare Leadership in Times of Crisis

A Model for Managing Threats to Organizations

verfasst von: Dennis W. Tafoya, Lindsey Poeth

Verlag: Springer International Publishing

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

This book addresses the challenges that healthcare organizations experience when attempting to manage the emergence of troublesome events or crises. It illustrates how experiences gained from event and crisis containment efforts can better prepare these organizations to prevent and/or manage other crises they may experience. Using a model outlining the relationship between a mismanaged event and the triggering of a crisis, the author defines the role of the leadership in healthcare organizations when developing, launching, and managing plans and programs to deal with these dangerous challenges brought on by crises, catastrophes, and disasters to their stakeholder networks. Readers with expertise in leadership and crisis management in general and healthcare management specifically will find this text useful in linking leadership expectations and competencies to event and crisis containment efforts.

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Inhaltsverzeichnis

Frontmatter

Chapter 1. The Book’s Scope and Approach

Abstract

Managing any organization on a day-to-day basis can present an array of challenges for anyone with leadership responsibilities. However, when faced with a traumatic event or crisis there are two particularly unique challenges that can add layers of difficulty to the task at hand. The first of these is that because the various parts of an organization are linked in some manner, a crisis, by its nature, will likely effect many areas of the organization and its stakeholders in numerous and diverse ways. The second issue, equally challenging, is one of an especially personal nature for an organization’s leadership. In many instances, an individual’s competencies define the capacity to lead a crisis containment effort. Leadership in these instances affects the capacity to manage changing conditions, to affect individual behavior and, the ability to influence the thinking and behavior of others within the wider social network.

Dennis W. Tafoya, Lindsey Poeth

Chapter 2. The Dynamic Make-up of Healthcare Delivery Threatened by Troublesome Events and/or Crises

Abstract

Traumatic events, crises, catastrophes and disasters disrupt an organization’s natural order. Disruption occurs in part because of the nature of the phenomena impacting the organization but the scope and scale, sometimes the sheer magnitude of the effects associated with these phenomena, is directly linked to the extent to which the organization exists as a stable, functioning entity. This chapter’s material is much like a survey one might use if conducting an audit or review. The premise behind the chapter, is that it is not just an event or how prepared an organization is for the event that makes the biggest difference when an event or crisis emerges. Rather, the biggest factor determining how well the organization and its staff will respond may depend on the extent to which the organization’s foundation enables or hinders performance in the face of the event or crisis.

Dennis W. Tafoya, Lindsey Poeth

Chapter 3. From Events to Crises, Catastrophes and Disaster: Before the Collapse

Abstract

When first looking at an event or crisis, our initial inclination is to speculate and construct conclusions regarding what occurred and why. These conclusions are often premature. We may believe we see the nature of the occurrence; its scope, scale and basic elements. However, behind the observable event or crisis are other details we can only begin to describe. And, as if to truly challenge the complexities associated with our observations and conclusions, there are other details we do not see at all and about which we may not even be able to speculate. Our interest in this chapter is to examine ways to build a plan that helps those involved in event management or crisis containment activities better understand their tasks and make the best decisions possible.

Dennis W. Tafoya, Lindsey Poeth

Chapter 4. Products, Outcomes and Impacts of Events, Crises, Catastrophes and Disasters

Abstract

It is easy to slip into the hype associated with an event or crisis. There is drama, there is action and there are opportunities for individuals to demonstrate their full range of competencies. However, at the same time, it is important to recognize that with all events and crises there are consequences; these phenomena are real, meaningful and can contribute to an organization’s ultimate collapse. This chapter covers material needed to understand an organization’s capabilities for managing troublesome events and/or containing a crisis, catastrophe or disaster.

Dennis W. Tafoya, Lindsey Poeth

Chapter 5. Management and Containment as Problem Solving Change Strategies

Abstract

Whether in the near or far term, people change as a result of an event or crisis. Sometimes this change is unavoidable. If someone is injured, the change is obvious. However, some people may want to look past the event or crisis after it is contained or under control and simply revert to an earlier, more convenient way of functioning. There are many ways to approach this chapter’s theme, but let’s highlight one thing: the tendency to rush to a solution as a means for demonstrating action is not a good idea when faced with a troublesome event or emerging crisis. Managing a troublesome event has its own challenges, but if the event morphs into a crisis, then different effort, thinking, resources and actions are required.

Dennis W. Tafoya, Lindsey Poeth

Chapter 6. Challenges at the Top: Performance Standards for Executives, Boards and Advisors

Abstract

Two themes define this chapter. First, managing the challenges associated with a troublesome event, crisis, catastrophe or disaster is more than making decisions or building plans in response to threats or fear of loss. The second is that ownership for the event management or crisis containment efforts rests with the organization’s executives. In the face of a troublesome event or emerging crisis people often ask, “Who ‘owns’ the event management or crisis containment effort” or “Where does the “buck stop”? Our answer to both questions is that ownership for these efforts rests with the organization’s executives and, importantly, also with the organization’s Boards and advisors. What we expect to see at the top of today’s healthcare organizations is “change leadership.”

Dennis W. Tafoya, Lindsey Poeth

Chapter 7. Marshalling the Change Needed for Crisis Containment and the Post-crisis Period

Abstract

Two objectives capture the change needed to manage a troublesome event or to contain a crisis. The first objective is that plans are prepared that lay out a means for addressing the challenges brought on by the event or crisis. The second objective is that the plans and efforts associated with designing and executing management or containment efforts must build trust in the new, post-event, post-crisis organization. A crisis that materializes because of an event’s mismanagement undermines not only the organization’s operations but also the brand or image for the organization and its leadership. This new state can cause stakeholders to wonder if the organization will be able to fulfill its obligations to meet their needs and if the organization’s leadership is trusted to capably lead the organization.

Dennis W. Tafoya, Lindsey Poeth

Backmatter

Titel: Healthcare Leadership in Times of Crisis
verfasst von: Dennis W. Tafoya
Lindsey Poeth
Copyright-Jahr: 2021
Verlag: Springer International Publishing
Electronic ISBN: 978-3-030-75965-0
Print ISBN: 978-3-030-75964-3
DOI: https://doi.org/10.1007/978-3-030-75965-0

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