The development of transversal competence of health service managers.

In their pedagogical projects, health management courses focus on multidisciplinarity, interdisciplinarity, comprehensiveness and transversality, whose main merit is to question health issues from different theoretical perspectives. Analyzing these issues under many perspectives does not necessarily mean the development of transversal competences. The development and application of these competences suppose going beyond integrating curricular contents and theory/practice. They depend on how the knowledge will be articulated to changes at organizational, sectorial and institutional levels and on the coevolution between these competences and changes. It is understood that health services manager role is effectively transversal when he/she: (i) acts at organizational boundaries, fostering interaction between organizations and other actors in the system; (ii) provides (and receives) feedback to (and from) these actors; and (iii) these feedbacks help decision makers to undertake organizational changes to respond to the environment and shape it.

Priorities and challenges for health leadership and workforce management globally: a rapid review.

BACKGROUND: Health systems are complex and continually changing across a variety of contexts and health service levels. The capacities needed by health managers and leaders to respond to current and emerging issues are not yet well understood. Studies to date have been country-specific and have not integrated different international and multi-level insights. This review examines the current and emerging challenges for health leadership and workforce management in diverse contexts and health systems at three structural levels, from the overarching macro (international, national) context to the meso context of organisations through to the micro context of individual healthcare managers. METHODS: A rapid review of evidence was undertaken using a systematic search of a selected segment of the diverse literature related to health leadership and management. A range of text words, synonyms and subject headings were developed for the major concepts of global health, health service management and health leadership. An explorative review of three electronic databases (MEDLINE®, Pubmed and Scopus) was undertaken to identify the key publication outlets for relevant content between January 2010 to July 2018. A search strategy was then applied to the key journals identified, in addition to hand searching the journals and reference list of relevant papers identified. Inclusion criteria were independently applied to potentially relevant articles by three reviewers. Data were subject to a narrative synthesis to highlight key concepts identified. RESULTS: Sixty-three articles were included. A set of consistent challenges and emerging trends within healthcare sectors internationally for health leadership and management were represented at the three structural levels. At the macro level these included societal, demographic, historical and cultural factors; at the meso level, human resource management challenges, changing structures and performance measures and intensified management; and at the micro level shifting roles and expectations in the workplace for health care managers. CONCLUSION: Contemporary challenges and emerging needs of the global health management workforce orient around efficiency-saving, change and human resource management. The role of health managers is evolving and expanding to meet these new priorities. Ensuring contemporary health leaders and managers have the capabilities to respond to the current landscape is critical.

The development of transversal competence of health service managers / O desenvolvimento da competência transversal dos gestores de serviços de saúde

ABSTRACT In their pedagogical projects, health management courses focus on multidisciplinarity, interdisciplinarity, comprehensiveness and transversality, whose main merit is to question health issues from different theoretical perspectives. Analyzing these issues under many perspectives does not necessarily mean the development of transversal competences. The development and application of these competences suppose going beyond integrating curricular contents and theory/practice. They depend on how the knowledge will be articulated to changes at organizational, sectorial and institutional levels and on the coevolution between these competences and changes. It is understood that health services manager role is effectively transversal when he/she: (i) acts at organizational boundaries, fostering interaction between organizations and other actors in the system; (ii) provides (and receives) feedback to (and from) these actors; and (iii) these feedbacks help decision makers to undertake organizational changes to respond to the environment and shape it.

RESUMO Em seus projetos pedagógicos, os cursos de gestão de saúde privilegiam a multidisciplinaridade, interdisciplinaridade, integralidade e transversalidade, cujo principal mérito é problematizar as questões da saúde sob diferentes perspectivas teóricas. Analisar as questões da área da saúde a partir de diversos prismas não implica necessariamente no desenvolvimento de competências transversais. O desenvolvimento e a aplicação dessas competências pressupõem ir além da integração entre conteúdos curriculares e entre teoria e prática. Dependem de como os conhecimentos serão articulados às mudanças nos níveis organizacional, setorial e institucional e da coevolução entre essas competências e essas mudanças. Entende-se que a atuação do gestor de serviços de saúde é efetivamente transversal quando: (i) atua nas fronteiras organizacionais, fomentando a interação entre as organizações e outros atores do sistema; (ii) provê (e recebe) feedbacks para esses (desses) atores; e (iii) esses feedbacks auxiliam os tomadores de decisão a empreender mudanças organizacionais, de modo a responder ao ambiente e a moldá-lo.

How frontline staff manage paperwork in group homes for people with intellectual disability: Implications for practice.

BACKGROUND: Paperwork is a key tool that transforms organizational intentions into actions in group homes, although prescriptive procedures may limit how frontline staff use it in practice. The aim of this study was to explore how frontline staff use paperwork in group homes for people with intellectual disability and identify practice implications. METHOD: Constructivist grounded theory methodology guided the research. Data collection included semi-structured interviews and participant observations. Coding, comparison and sorting methods were adopted to analyse how staff used paperwork. RESULTS: Staff followed organizational paperwork rules when they aligned with their resident-focused approach to work. When they perceived rules to misalign with this approach, they managed paperwork by adjusting the time and place of completion, managing content, creating alternative tools and refusing completion. CONCLUSIONS: Staff purposefully managed paperwork rather than simply following procedures. Disability service organizations could develop flexible paperwork procedures and include frontline perspectives in paperwork development.

Paired learning - improving collaboration between clinicians and managers.

Purpose Close collaboration between NHS clinicians and managers is essential in providing effective healthcare, but relationships between the two groups are often poor. Paired learning is a peer-peer buddying tool that can break down barriers, increase knowledge and change attitudes. Paired learning has been used with doctors and managers but not for multi-professional clinicians. The purpose of this paper is to assess whether a paired learning programme (PLP) can improve knowledge and attitudes between multi-professional NHS clinicians and managers. Design/methodology/approach A PLP pairing clinicians and managers over a four-month period to participate in four buddy meetings and three group meetings was delivered. A mixed methods study was completed which collected quantitative and qualitative data in the form of pre- and post-course questionnaires and focus group discussions. Findings Participants reported increased understanding, changed attitudes and better communication between clinicians and managers following the PLP. Self-rated knowledge increased across all domains but was only statistically significant for ability to engage, ability to establish shared goals and knowledge of decision-making processes. Research limitations/implications This paper highlights the value of paired learning in encouraging collaboration between clinicians and managers but is of a small size. The PLP did not provide enough data to examine relationships and interaction between clinicians and managers, this should be considered in any future work. Originality/value To the authors' knowledge, this is the only published paper showing data from a PLP involving multi-disciplinary health professionals.

No need to grow my resumé? Mentorship and the intersection of learning between emerging and established leaders.

Active ongoing learning is a foundational expectation of every healthcare leader whether at the beginning or end of their career. In order for leaders to be nimble and responsive to the ongoing changes in the healthcare environment, they must actively engage in a multiplicity of learning activities. One way of ensuring diversity of learning is for emerging and established leaders to learn together through formal or informal mentoring. This article will explore that intersection and the value add of a reciprocal mentoring relationship where mentor and mentee roles become blurred and joint learning becomes the goal. Capabilities from the LEADS in a Caring Environment framework will be drawn upon, and a challenge is suggested for experienced leaders to go beyond resumé building and invest in emerging leaders, as ultimately it is an investment in their own learning and the future.

Cognitive bias in health leaders.

Cognitive bias can be a serious impediment to rational decision-making by health leaders. We use a hypothetical case study to introduce some basic concepts of bias with examples of mitigation strategies. We argue that the effect of biases should be considered when making every significant administrative decision.

Healthcare @ The Speed of Thought: A digital world needs successful transformative leaders.

In the wake of transformational change powered by the digital era, resultant leadership challenges and strategies essential for successful change, both tactical and cultural, are linked to defined capabilities within the Systems Transformation domain of the LEADS in a Caring Environment framework. Honed from experience, specific softer leadership behaviours supporting system transformation are both described and reinforced. Further, a matrix combining the LEADS framework capabilities with these more specific behaviours is offered as a planning tool that leaders may reflect upon and map out key activities associated with their sponsorship of significant change.

The transformative power of social media: Considerations for practice and emerging leaders.

Social media has transformed how people communicate both in non-healthcare and healthcare-specific settings. Due to social media's growing importance in society, it is likely that this form of communication will reshape various elements of how healthcare is conceptualized, managed, and delivered. To explore this emerging issue, this article describes the current use of social media in healthcare and examines the future digital transformation of healthcare. Finally, recommendations toward leveraging social media, and how emerging leaders can act as digital stewards to inform future healthcare environments, are also provided.

The ethics of genome editing in the clinic: A dose of realism for healthcare leaders.

Genome editing technologies promise therapeutic advances for genetic diseases. We discuss the ethical and societal issues raised by these technologies, including their use in preclinical research, their potential to address mutations in somatic cells, and their potential to make germ line alterations that may be passed to subsequent generations. We call for a proportionate response from health leaders based on a realistic assessment of benefits, risks, and timelines for clinical translation.

The Emerging Health Leaders network experience: Reflections and lessons learned from a grassroots movement.

The Emerging Health Leaders (EHL) network was established in 2006 to enhance the leadership capacity of early careerists in the health sector in Canada. Ten years later, the development of the next generation of health leaders continues to be a focus for system leaders. Despite the rhetoric, financial investments in leadership development remain stagnant. This article describes the network's experience in supporting the professional development needs of aspiring leaders across Canada. Successes and challenges regarding the development of the network are discussed, as are the results from a recent benchmarking survey, which identify remaining gaps and priorities for aspiring young leaders. Recommendations are also provided-based on the EHL experience-about how senior leaders can look to support and leverage the contributions of young leaders.

L'éthique de la modification du génome en clinique : une dose de réalisme pour les leaders en santé.

Les technologies de modification du génome promettent des avancées dans le traitement des maladies génétiques. Les auteurs abordent les enjeux éthiques et sociaux que soulèvent ces technologies, y compris leur utilisation dans des recherches précliniques, leur potentiel à résoudre les mutations somatiques et leur potentiel à modifier les lignées germinales qui peuvent être transmises aux prochaines générations. Ils demandent une réponse modérée de la part des leaders en santé, reposant sur une évaluation réaliste des avantages, des risques et des délais d'application clinique.

The mentorship imperative for health leadership.

Mentorship plays an important role in supporting the career development of health leaders. An examination of mentorship programs in different organizational settings provides a frame of reference to discuss and explore personal and professional mentorship experiences. Specifically, between October 2015 and April 2016, the Emerging Health Leaders (EHL) National Health Leadership Conference (NHLC) working group collaborated on an environmental scan of mentorship programs and activities to understand innovations in mentorship. In April 2016, EHL Toronto developed a mentor feedback survey using the LEADS in a Caring Environment framework to capture the varied experiences of mentors engaged in EHL Toronto's past mentorship events. A summary of this data presented at the 2016 NHLC situates a discussion on the highly interconnected and iterative nature of mentorship and leadership development in career progression. Mentorship is seen as a continuous journey of discovery, shared learning, and personal and professional development to achieve leadership excellence.

Medical mall founders' satisfaction and integrated management requirements.

Medical malls help provide integrated medical services and the effective and efficient independent management of multiple clinics, pharmacies and other medical facilities. Primary care in an aging society is a key issue worldwide and the establishment of a new model for primary care in Japanese medical malls is needed. Understanding the requirements of integrated management that contribute to the improvement of medical mall founders' satisfaction levels will help provide better services. We conducted a questionnaire survey targeting 1840 medical facilities nationwide; 351 facilities responded (19.1%). We performed comparative analyses on founders' satisfaction levels according to years in business, department/area, founder's relationship, decision-making system and presence/absence of liaison role. A total of 70% of medical malls in Japan have adjacent relationships with no liaison role in most cases; however, 60% of founders are satisfied. Integrated management requirements involve establishing the mall with peers from the same medical office unit or hospital, and establishing a system in which all founders can participate in decision-making (council system) or one where each general practitioner (GP) independently runs a clinic without communicating with others. The council system can ensure the capability of general practitioners to treat many primary care patients in the future. © 2016 The Authors. The International Journal of Health Planning and Management Published by John Wiley & Sons Ltd.

Executive Leadership and Physician Well-being: Nine Organizational Strategies to Promote Engagement and Reduce Burnout.

These are challenging times for health care executives. The health care field is experiencing unprecedented changes that threaten the survival of many health care organizations. To successfully navigate these challenges, health care executives need committed and productive physicians working in collaboration with organization leaders. Unfortunately, national studies suggest that at least 50% of US physicians are experiencing professional burnout, indicating that most executives face this challenge with a disillusioned physician workforce. Burnout is a syndrome characterized by exhaustion, cynicism, and reduced effectiveness. Physician burnout has been shown to influence quality of care, patient safety, physician turnover, and patient satisfaction. Although burnout is a system issue, most institutions operate under the erroneous framework that burnout and professional satisfaction are solely the responsibility of the individual physician. Engagement is the positive antithesis of burnout and is characterized by vigor, dedication, and absorption in work. There is a strong business case for organizations to invest in efforts to reduce physician burnout and promote engagement. Herein, we summarize 9 organizational strategies to promote physician engagement and describe how we have operationalized some of these approaches at Mayo Clinic. Our experience demonstrates that deliberate, sustained, and comprehensive efforts by the organization to reduce burnout and promote engagement can make a difference. Many effective interventions are relatively inexpensive, and small investments can have a large impact. Leadership and sustained attention from the highest level of the organization are the keys to making progress.

Medical leadership in the 21st century.

OBJECTIVE: Psychiatry as a discipline and as a profession stands at the cusp of major challenges in many areas including social, biological and psychological spheres. The practice of psychiatry is affected by ideologically driven policies by politicians, and the continuing long-lasting impact of the global economic downturn along with new developments in health care delivery. Changing biological factors include better understanding of brain structures and functioning and potential developments in psychopharmacogenomics. Social changes facing psychiatry include globalisation and rapid urbanisation. Psychological changes include therapies without therapists and the impact of social media and the information age. The current paper explores these challenges and the opportunities for psychiatrists to provide leadership in a number of settings. CONCLUSION: Leadership skills are essential skills for psychiatrists, and enable an individual to plan and deliver services, and also help them to lead not only clinical teams but organisations and institutions. Psychiatrists are best placed because of the breadth of the training they undergo and their communication skills. Leadership is markedly different from managerial skills, although there may be a small degree of overlap.