To help a group of physicians and administrators develop their coleadership capabilities through:
- gaining greater clarity about their personal values and vision
- accepting basic shifts in their ways of thinking and relating to others
- enhancing the quality of communications and mutual understanding between them
- engaging in active learning and experimentation in a safe environment.
To facilitate implementation of a Health Care System’s change strategy through focused leadership development and teamwork.
Learning Outcomes
As a result of the program, participants will:
- Identify and understand new roles of leaders and characteristics of learning teams, and evaluate their "growing edges" as a leader in the emerging healthcare environment.
- Acknowledge the need to make personal changes and to develop interpersonal skills as prerequisites for becoming effective leaders; learn to recognize and overcome obstacles to synergy; gain an appreciation for different needs in communication and different ways of learning.
- Clarify and share their personal vision for the future, including their vision for their organization; learn practical approaches/tools to building a shared vision and strategic priorities within a diverse leadership team.
- Begin to experience the contribution of systems thinking, mental models and dialogue to building collaborative relationships over time.
- Determine personal change strategies and develop personal and team action plans; define checkpoints to monitor the implementation of both personal and team action plans.
Participants
- Primarily physicians already in leadership positions or about to move into such positions in :
- Health Care Systems
- Medical Foundations, PHOs, MSOs, IPAs
- Aligned Group Practices.
- Administrators who work directly with physician leaders and want to understand them better in order to build more effective team relationships.
Physicians and administrators come preferably as one team or several site-specific teams with a common project or at least a specific agenda of strategic importance. A wide range in age, gender, ethnic group and personal style is encouraged. Size of group is limited to 30 people.
Program Design
Day 1
- Introductions and expectations
- Review of key characteristics of learning teams/organizations and corresponding roles of leadership
- Exploration of current leadership issues involving relationships between physicians and administrators
- Clarification of personal vision and values as foundation for shared visions and team learning.
- Surfacing and challenging individual mental models
- Exploration of collective perceptions and stereotypes between administrators and physicians
- Identification of shifts from clinician and manager to leader
- Basics and practice of dialogue and team learning.
Day 2
- Practice in creating a shared vision and strategic priorities in teams
- Introduction to systems thinking (starting with the human organism as a system) and application of systems thinking principles to inter-relationships and team work
- Team learning and management of organizational change
- Choice of ground rules by each team or by the group
- Definition of individual and team action plans
- Evaluation and next steps.
Style and format
- Each of the topics is approached in an experiential way combining:
- Short visual presentations, followed by questions and answers
- Reflective and interactive exercises in pairs, small groups and teams
- Large group interactions and dialogue.
- An off-site setting is preferable in order to better focus the energies of the whole group on the program for two days.