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Keys to Leading in a Complex Industry

Presenters Sara Johnson, FACHE, President, Perspective, LLC, Director of Undergraduate Programs, IU Fairbanks School of Public Health Jack Bebiak, Principal, JRB Healthcare Advisors & Greenspire Leader Center. Keys to Leading in a Complex Industry.

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Keys to Leading in a Complex Industry

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  1. Presenters Sara Johnson, FACHE, President, Perspective, LLC, Director of Undergraduate Programs, IU Fairbanks School of Public Health Jack Bebiak, Principal, JRB Healthcare Advisors & Greenspire Leader Center Keys to Leading in a Complex Industry Indiana Rural Health Association 2013 Annual Meeting August 7th Concurrent Sessions III, #1, 1:30 – 2:15

  2. Learn to Lead with ComplexitySession Purpose & Objectives Purpose:To have a practical, examples-based reflective conversation, to learn to lead in a complex world • Understand the source, consequences & new principles to lead personally and professionally • Define, illustrate & envision expanding your contemplative and interdisciplinary skills in learning to live with complexity • Share examples from within & out of healthcare to facilitate translating insights for your & your organization’s greater benefit “Our Appreciation to IRHA for enabling today’s discussion and learning”

  3. Session Methodology:Interactive Cycle of: Knowledge, Understanding, and Translation into personal Growth & Development We will complete several iterations where: • Knowledge & experience related to complexityis presented and discussed • Group facilitated reflection & examination of the subject matter creates deeper understanding • Collectively, discuss examples of how we can translate our learning into personal and professional growth

  4. What do we mean by Complexity? • A World which cannot be controlled as we are used to controlling (or trying to control) • Simple vs. Complicated • Complicated vs. Complex • Complex vs. Chaotic

  5. A dynamic, ever changing World Iteration #1 • Why is this Important to you? • Personally: Are you functioning at the highest level? • The foibles of multi-talking Iteration #2 • Professionally:The “difference” between Top performers & others; within highly competitive and regulated industries – JRB Advisors • Complexity increases the Stakes • Complexity can result in profound innovations, challenges & impact

  6. Complexity Exponentially increases Risk • Leadership: complexity increases the Stakes • Multiplicity, interdependency & the diversity of events and resources are connected as never before • Oil refinery explosion, cyber-crime, food safety . . . . • Unintended consequences • Complexity leads us astray . . . . and why it matters • Intuitive versus counter- intuitive thinking • Going for the two standard deviations zone versus analyzing exceptions • Traditional strategic planning • Filling time being busy versus reflective thought and quiet time

  7. Stable environments produce noncultures Iteration #3 • Why haven’t leaders Embraced Complexity? • Complexity isn’t a convenient reality given leaders who desire control • Technology has not been powerful enough to capture what is needed for leadership challenges • The prospect of non-human decision-making is unnerving

  8. Conducting your personal Complexity “gap analysis” Iteration #4 • New Principles of Leadership • A. Think evolution of resilience and not design for stability • B. Expect surprises across all levels of scale • C. Drive effectiveness looking forward, not backwards • D. Build models and encourage focused experimentation • E. Recognize and reinforce large scale patterns to ride waves of renewal • F. Influence, not Control

  9. Reflecting on what you have discovered about your growth & development Iteration #5 • How can we take our powers of observation, of others and our self-renewal, to translate them in order to grow in our ability to achieve desired outcomes?

  10. How are You going to be a more effective person and leader in the face of Complexity? Summary • Dilemma- Systems have gone from simple and complicated to very complex • Conundrum • Make everything as simple as possible • Human cognitive processes have limitations Question: Having discussed, reflected and placed complexity into the context; what have you identified as personal growth opportunities? “Thank you for creating this meaningful conversation”

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