Leadership for Evidence-Based Innovation in Nursing and Health Professions

Title Page
Copyright Page
Contents
Contributors
Reviewers
Introduction
Chapter 1 Future of Evidence, Innovation, and Leadership in Health Care: A Model for Leading Change
	Are We Moving Too Slowly?
	The Paradox of the Box: Moving to an Interconnected Framework
	Evidence
	Innovation
	Leadership
	The Evidence–Innovation–Leadership Framework
	Using the Evidence–Innovation–Leadership Framework to Create Change
	Competency 1: Understand the Foundations of the Innovation, Evidence, and Leadership Dynamic
	Competency 2: Leading Yourself
	Competency 3: Building an Advanced Innovation Skill Set
	Competency 4: Communicating and Connecting
	Competency 5: Building Momentum and Initiating Change
	Summary
	References
Chapter 2 Innovation Leadership Behaviors: Starting the Complexity Journey
	Leadership as a Team Dynamic
	Organizational Pressures That Facilitate Adaptation
	Innovation and the Leadership Gap
	Leadership Research
	Trait Leadership Theories
	Style Leadership Theories
	Transformational Leadership Theories
	Outcomes of Traditional Leadership Models
	Summary of Traditional Leadership Theories
	Complexity Leadership
	Healthcare Quality and a Lack of Innovation
	Seven Characteristics of Innovation Leadership
	Implications
	References
Chapter 3 Emergence and Disruption: Working on the Edge of Evidence
	Meaning Making in Organizational Life
	Complexity Science for Complex Environments
	One Umbrella
	Unit of Analysis
	Working in Real Time: Sensing the Emergence of Innovation
	The Iterative Innovation Process
	Using Our Words to Leverage Relational Practices
	Relationship as the Vehicle for Change
	Reflexivity
	New Lens, New Opportunities for Change
	Organizational and Human Patterns Advance Innovation
	Emergence in the Moment
	Leveraging Relational Practices to Create Change
	References
Chapter 4 From Organization as Machine to Organization as Conversation: Making Sense of Complexity in Health Care
	Worldviews: If We Believe It, We See It
	Organization as Conversation
	Complex Relational Being
	Working Live: Improvisation
	Complex Relational Health Care: Beyond Instrumentality and Either/or Thinking
	Innovation as Transformational Conversation
	Say Yes to the Mess
	References
Chapter 5 Evidence-Based Practice and the Dynamic of Innovation: A Model for the Advancing Practice Excellence
	Introduction
	Why Evidence and Innovation?
	What Is Evidence?
	Evidence as a Requirement for Practice
	Standardization and Evidence
	Evidence as Movement
	Innovation and Evidence
	The Cybernetic Model for Evidence and Innovation
	The Cybernetic Process and Risk as Fuel for Evidence and Innovation
	Cybernetic Evidence and Innovation Model
	Knowledge Creation and Research
	Practice Expertise: Translation to Impact
	Individual, Personal, and Cultural Values and Practices
	The Cultural Framework for Innovation and Care
	Cybernetic Interface of Innovation and Evidence
	The Key: Leadership
	References
	Appendix 5A: Exemplars of the Cybernetic Integration of Evidence and Innovation
Chapter 6 Assessing Your Innovation and Evidence Capacity: Essentials for Organizational Infrastructures
	Introduction
	Historical State of Organizational Leadership: Sans Evidence
	Driving Forces That Are Shifting Organizational Structure
	More Thoughts on the Impact of the Internet
	Moving Forward: Rethinking Organizational Structure and Role Accountabilities
	Complexity: Moving from a Static to Dynamic Paradigm
	Leaders, Managers, and Direct Care Provider Roles in an Evidentiary Dynamic
	Role Accountability, Responsibility, and Knowledge Ownership
	Evidence-Driven Decision Making and Analysis: Managing Data and More Data
	Technology and Human Integration
	Overcoming Dogma and Belief
	Caveat: Beware of Motivation Strategies
	Summary
	References
Chapter 7 Shifting Workforce Paradigms: From Quantity to Value-Driven Staffing Using Evidence and Innovation
	Introduction
	Driving Forces for Change and Innovation in Staffing
	New Opportunities
	Challenges and Obstacles to Change
	The Value Approach: An Innovative Model to Advance Staffing Adequacy
	Clarifying the Work of Nursing
	Anticipated Outcomes from a Value-Driven System
	References
Chapter 8 Failure and Resilience: Driving Sustainable Innovation
	Understanding Failure
	The Truth about Failure
	Prediction and Failure
	Structural Failure: An Impediment to Innovation
	Intentional Failure: Essential Facilitator of Innovation
	Harnessing Failure as a Strategy of Success
	Trial and Error: Partnering Failure and Innovation
	Failure as a Tool Set for Effective Change
	Minimizing the Potential for Unnecessary Failure
	Innovation for Value
	The Capacity to Be Relevant
	A Failure of Leadership
	Summary
	References
Chapter 9 Leading Innovation and Performance Improvement for High-Performing Systems
	Introduction
	The Need to Combine Exploration and Exploitation
	Organizational Evolution toward High Performance
	Leading PI
	Leading Innovation
	Leader’s Role in Creating High-Performing Systems
	References
Chapter 10 The Best Way to Predict the Future Is to [Co]Create It: A Technology Primer for Healthcare Leaders
	Introduction
	Digital Health Technology and Nursing Leadership
	Emergent Digital Health Technology
	Process, Structures, and Nursing Leadership: Implications for the Profession
	Conclusions
	References
Chapter 11 Incorporating New Evidence from Big Data, Emerging Technology, and Disruptive Practices into Your Innovation Ecosystem
	Introduction
	Information at the Caregivers’ Fingertips
	New Sources of Data in Health Care
	The Disruption of Evidence Model
	Emerging Technology and Other Sources of New Evidence
	Informatics Competencies for Leaders
	Summary and Issues
	References
Chapter 12 From Patient- to Person-Centered Care: Re-Forming Relationships in Health Care
	Origins and Evolution of Patient-Centered Care
	Contemporary Patient- and Person-Centered Care—Same or Different?
	Tensions in the Practice of Patient-Centered Care
	Patient-Centered Care in the Knowledge Era
	Tools to Engage Patients in Innovation and EBP
	Patient-Centered Leadership
	Relationship-Centered Care
	Onward to Innovations in Care
	References
Chapter 13 Toxic Leadership: Leadership Behaviors That Kill Innovation and How to Avoid Them
	Complex Systems and Toxicity: Origins of the Infection
	The Toxic and Failing Leader
	Organizational Sources of Toxicity
	How to Address Toxicity
	What to Do If You Are Stuck in Toxicity
	Conclusion
	References
	Appendix 13A: Are You Resolved to Reduce Friction in Your Workplace?
Chapter 14 Organizing Systems for Successful Innovation: Examples from the Field
	Introduction
	Innovative Organizational Structure
	Innovative Practice Model
	Innovative Employee Engagement
	Innovative Thinking
	Innovative Ways to Build Resilience
	Other Resiliency Builders and Stress Relievers at Cincinnati Children’s
	Other Ideas for Boosting Resiliency
	Conclusion
	References
Chapter 15 Building Diverse Partnerships in Health Care and Industry: How Organizations Must Partner to Build Disruptive Futures
	Current State of the Healthcare Industry and Labor Unions
	Healthcare Industry: Innovation
	Evidence-Based Partnerships in Innovation: The Kaiser Permanente Example
	Innovation in Partnership and Solidarity: The Electronic Healthcare Record Background and Implementation
	Ongoing Innovation
	Lessons in Healthcare Innovation
	Leadership for Partnership and Innovation
	Innovation Outside Health Care
	References
Chapter 16 Disrupting the Undisruptable—Innovation and Healthcare Education
	Introduction
	Disrupting the Undisruptable: The Titanic That Never Sank
	Reflections on What Is and Why We Need Disruption
	The Canary in the Mine Shaft: Dissatisfaction in Health Care
	Quality and Consistency of Education Amid Faculty Shortages
	Interprofessional Education and Practice: The Key to Meeting Future Needs
	Where Do We Go from Here?
	Revisiting the Organization as Conversation
	The Nature and Aims of Healthcare Education Revisited
	Teaching in the Knowledge Era: Learning in a Wired World
	Teaching into the Future: Relationship-Centered Care and Interprofessional Practice
	Strengthening the Practice–Education Connection
	References
Index