Discussion Question 350 words

For this discussion, choose a major example of change from your studies related to the segment of the healthcare system you currently work within or plan to pursue in your healthcare management career.Describe the example and the forces related to this change (forces could be technological advances, disruptive innovation, health indicators, political, economic, or consumer driven).Discuss how leaders might approach managing this change by using the four leadership skills required in the process of change (Healey, pages 161â??162).Share an insight you derived from the text readings by James Dallas (Forward, pages 8â??9, and Chapter 1, “Set a Course for Change,” pages 16â??29).that might prove important to consider in the change process for this example
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Foreword
Bill Hawkins
President and CEO, Immucor
Someone once said, â??When the rate of external change exceeds the rate of internal change, the
end is in sight.â? That’s a difficult reality for business today because the rate of external change
in most industries is dizzyingly fast and accelerating still. Leaders need skills optimized to
help people adapt, perform, and innovate in this turbulent environment.
Medtronic, the company where James Dallas and I worked together, operates in health care, by
its nature a very dynamic environment. But there was probably no more dynamic period in the
company’s history than the period we worked together during which I was the CEO and James
was the CIO. No situation could better prepare a leader to write a book on change, or even the
book on change. James not only had a front-row seat, he was instrumental in helping us control
our destiny and zig when everyone else was zagging.
Copyright © 2015. John Wiley & Sons, Incorporated. All rights reserved.
Medtronic’s culture is rooted in the five-point mission statement that our founder Earl Bakken
wrote in 1960, focused on alleviating pain, restoring health, and extending life through
innovative medical products. People’s lives were dependent on our judgment, our actions, and
our values. It was the mission that guided us to do the right thing every day, whether it meant
suspending shipment of our number-one product when it fell short of our own performance
expectations or increasing our investment in R&D when others were cutting back due to the
economic downturn.
James was hired in 2006 to lead an initiative to implement a company-wide enterprise
resource planning (ERP) system. This was technically challenging on its own, but it also
required overcoming one of the company’s biggest leadership challenges: how to align an
enterprise that was made up of many distinct businesses. The company had gone through a
significant acquisition spree in the late 1990s and early 2000s, and each business was
protective of its autonomy. To succeed in his mandate, James had to obtain extraordinary
commitment from a lot of different people, across multiple businesses and geographies, many
of whom didn’t initially see the value of having a unified system. Even among those who saw
the value, there were many who doubted it could ever be successfully implemented. It was a
huge leadership challenge, and even more so because he started out as an outsiderâ??some guy
from Atlanta. What we didn’t anticipate was the economic downturn in 2008 or the uncertainty
in our industry caused by the Affordable Care Act. As another former CEO of Medtronic and
now a professor at Harvard, Bill George recently said, â??Never waste a good crisis.â? James
was not one to waste a crisis or to let external forces disrupt internal goals. He never wavered.
He delivered.
When we interviewed James for Medtronic, I felt that he was the guy that you wanted to take a
chance on. It was more than his track record. James was both confident and humble, he had a
strong IQ and EQ, and he was authentic and principledâ??the guy you listen to when the stakes
Dallas, H. James. Mastering the Challenges of Leading Change : Inspire the People and Succeed Where Others Fail, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central,
http://ebookcentral.proquest.com/lib/capella/detail.action?docID=4043016.
Created from capella on 2018-05-15 11:04:21.
are high and the obstacles to change are great. Remarkably, the stories and lessons in this book
help elucidate the actions and habits that add up to that level of executive presence, and the
traits that allow for successful follow-through thereafter. Things like extraordinary
transparency and disciplined execution, and the ability to recognize and groom talent and rally
people to the finish line.
One of the recurring themes of the advice in this book is also one of the things I respected most
about James: He never hesitated to roll his shirtsleeves up. Every quarter, at any public
company, there’s a big push to make sure you finish strong. The nature of our business meant
that there were a lot of products that got shipped out in the last three or four days of the quarter.
James would clear his calendar so that he could be on the ground in the distribution center or
working with customer service until midnight when we closed the books. Seeing senior
management right there on the floor, serving coffee or doughnuts or pizza, running interference
or making decisions, made a huge difference for people. Because of James, they didn’t mind
working late.
That was something we had in common. We never expected anything of anybody that we didn’t
expect of ourselves. People felt that. They felt a sense of responsibility, or even of duty, to a
senior leader who was willing to get in the trenches with them.
James is one of few change agents who has lived to tell the tale, and anyone who reads this
book will benefit from his remarkable storytelling. On top of all this, it could be said that
James epitomizes the American Dream. Relying only on the currency of principle, purpose, and
ambition, he’s an African-American man who went from nobody in Georgia to CIO of a major
Fortune 500 company. Sadly it’s almost uncommon these days to find people who have not only
climbed the ladder from the bottom, but have done so with integrity as their primary strength.
Copyright © 2015. John Wiley & Sons, Incorporated. All rights reserved.
James did exactly that. I hope his book guides many other change agents to lead their
companies to greatly exceed the rate of external changeâ??with the full weight of their character
propelling them.
Dallas, H. James. Mastering the Challenges of Leading Change : Inspire the People and Succeed Where Others Fail, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central,
http://ebookcentral.proquest.com/lib/capella/detail.action?docID=4043016.
Created from capella on 2018-05-15 11:04:21.

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