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The 2009 HSATM Research Roundtable

Explore the essential challenges in healthcare leadership and social networking dynamics at different levels. Dive into the perceptions and realities of healthcare professionals, communication strategies, and organizational development components.

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The 2009 HSATM Research Roundtable

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  1. The 2009 HSATM Research Roundtable D.N. Lombardi, Ph.D. Director, Stevens Healthcare Educational Partnerships

  2. The Essential Challenge • “Life and Death” Outcome Perceptions • Higher/Escalating Expectations • Media Targeting • Public Trust • “People-Intensive”

  3. The Critical Objective Who works in Healthcare (Perception): • Doctors • Nurses • Politicians Who works in Healthcare (Reality): • Any professions in most non-healthcare organizations! • Leadership/Administration • Growing roles

  4. Social Networking Dynamics – Level I • Pride • Accountability • Commitment • Trust

  5. Social Networking Dynamics – Level II • Dewey Redford • Hospital Tycoon • Popular Media

  6. Social Networking Dynamics – Level III • Community College • Like Public Schools • Politicians

  7. Partners in Progress A truly State-Wide System… Stevens Healthcare Education Partnership

  8. Newark Beth Israel Medical Center • Start on Success Program • Childrens Hospital of NJ • Largest HL&M Presence • “Elite 8” Advisory Team

  9. PG Chambers School • Outcome Assessment • Leadership Development • Cadre of 45+ Specialists • Progress vs. “Status Quo” • Clarity vs. Complex

  10. The VA Medical System • Alignment through clarity • Communication from all stakeholders • Community Healthcare Model • Resonance/Realism

  11. If You like math: Clinical Management Finance Accounting Patient Research If You like science: Laboratory Rehabilitation Diagnostics IT/MIS Making Connections:

  12. If You like social studies: Human Resource Management Training/Development Community Relations Health Administration If You like art/music/gym: Therapy Social Work/Rehab Education Marketing Making Connections:

  13. It’s all in the game…. • Case Study • Situational Analysis • Healthcare Environmental Factors • Organizational Strategy • Dynamic/Progressive • Point-Specific

  14. Development Components:

  15. Participation • Action vs. Discussion • Practical vs. Conceptual • Solution Formulation vs. Problem Reiteration • Specific vs. General • Perspective vs. Perception

  16. Planning • Rivers vs. Ponds • Pro-Active vs. Reactive • Plan vs. Pontification • Product vs. Process • Attribution vs. Retribution

  17. Accountability & Adaptability • How vs. “If” • Senses vs. Census • Results vs. Remorse • Need vs. Want • Impacting vs. Annoying • "Gimmies" vs. “Gotchas”

  18. Commitment • Commitment vs. Consensus • Value-Driven vs. Ego-Driven • Purposeful vs. Placating • Backstage vs. On-Stage • Community vs. “Family”

  19. Communication • Thriving vs. Surviving • Participants vs. Spectators • Reality vs. “Vibes” • Accountability vs. Deniability • Facts vs. Fiction • Progressive Work vs.”A work in progress”

  20. Campus Resources • SHPA Case Study • Other Healthcare Grants • VA/Veterans Office • Wiley Healthcare Management PowerPack • HL&M Courses and Students

  21. Initial Validations

  22. Initial Revelations

  23. Six Major Messages for the Organizational Development Practicum

  24. Six Major Messages for the Career Development Practicum

  25. Maximizing Program Development

  26. Next Steps

  27. Three Overriding Principles • Finish The Race • Fight The Good Fight • Keep The Faith

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