Becoming the Change: Leadership Behavior Strategies for Continuous Improvement in Healthcare (BUSINESS BOOKS) - Tapa dura

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John Toussaint, MD, is the founder and former CEO of Catalysis, the first mission-driven, non-profit organization to develop educational programs to help improve the healthcare industry. He is the former CEO of ThedaCare, Wisconsin’s largest healthcare provider, and the author of the bestselling On the Mend.

Kim Barnas is a recognized authority in creating fully integrated leadership in hospitals around the world. She is the current CEO of Catalysis, a former hospital president, and the author of Beyond Heroes: A Lean Management System for Healthcare, winner of the Shingo Prize in 2014.

De la contraportada

A wonderful resource for leaders, with case studies and ideas drawn from successful organizations. The framework and tools are helpful for healthcare leaders at all levels and in all sites.
Maureen Bisognano, President Emerita and Senior Fellow, IHI

John Toussaint and Kim Barnas have instigated and observed more experiments in organizational transformation in healthcare than anyone anywhere in the world. They have found that the key element in any sustainable transformation is new beliefs and management practices by leaders. In this book, they offer a plan for every healthcare leader to truly become the change in the quality and productivity of their organization along with enhanced patient and employee experience by first changing their own behavior. It isn t easy and it requires perseverance. But it is possible, and Becoming the Change shows how.
James P. Womack, Founder and Senior Advisor, Lean Enterprise Institute

The argument presented so powerfully in this book is more than yet another set of leadership principles; it is a manifesto for direct action via observable leadership. Organizational transformation without personal transformation is difficult it isn t easy to be an island of lean thinking surrounded by a turbulent sea of conclusion-jumping followed by analysis paralysis. But its opposite, sustained organization transformation without profound personal change, is impossible. Becoming the change means exactly that: the transformation we so desperately need today will occur only when those of us who lead embrace the transformation personally.
John Shook, Chairman, Lean Global Network

True organizational excellence, in healthcare and every other industry, requires much more than just a set of tools. It requires the right behaviors guided by the right principles. Becoming the Change teaches leaders what behaviors they need to adopt to change their healthcare organizations and set them on a path of excellence. This book provides excellent case studies from which all healthcare professionals can benefit. I encourage all to take these lessons to heart and be the change.
Ken Snyder, Executive Director, Shingo Institute, Utah State University

With this book, Toussaint and Barnas address the elephant in the room by calling for a radically new way of leading our nation s healthcare organizations. They aim to start nothing short of a revolution. Do you lead with humility; ask a lot of questions; not pretend to have the answers; and create an organization where everyone is a problem solver? If not, you read this book at your peril. You are being asked to change a large part of who you are.
Stephen M. Shortell, PhD, MPH, MBA, Distinguished Professor of Health Policy and Management Emeritus, Dean Emeritus, and Co-Director of the Center for Lean Engagement and Research (CLEAR) in Healthcare, School of Public Health, UC-Berkeley

Becoming the Change provides much needed practical advice to healthcare leaders at all levels on both the reflection and actions required to change their leadership behaviors. The book is filled with examples throughout and provides a template for a personal A3 that guides the leader through his or her leadership transformation. Written by two accomplished leaders in healthcare improvement, the book is a compelling read that fills a real development need from the board of directors to the frontline.
Peter Ward, Richard M. Ross Chair in Management and Director of the Center for Operational Excellence, Ohio State University

Supported by strong field research and evidence from several healthcare systems, this book offers great insights. It is a playbook for every healthcare leader at various phases in their lean journey.  
Aravind Chandrasekara