Discuss the predominant leadership style

 

Discuss the predominant leadership style

 

 

After reviewing the keynote and studying the readings, you should now be ready to proceed with your assignment. In this

assignment, you will conduct an organizational analysis based on what you have learned from the readings in this unit. Using

Collins™ work as a model and framework for advanced organizational analysis (and other references as needed), analyze a

system, organization, and/or subsystems. Consider each of the concepts proposed by Collins™ breaking down the organizations™

strategic plan, financial management and systems, organizational structure, leadership, organizational culture, performance

outcomes, etc. Collins™ research is good and provides a framework based on science rather than opinion or anecdotal

observations. Consider the writings of Senge (1990) found in the Fifth Discipline and other related writers and models when

performing an organizational analysis.

As part of this analysis, consider interviewing members of the staff, board members, organizational historians, key

administrative personnel (CFO, CEO, CNE, etc.). Review what is written about the organization and its system in the local

paper, regional documents, trade journals, etc. These qualitative methods, along with review of clinical, financial and other

evaluation measures (quantitative measures), will provide a more holistic perspective of an organizational systems™

performance.

If you choose to perform the analysis of the practice setting in which you intend to do a capstone project, this assignment

could provide you with much foundational work for your practice change. œImmerse yourself into your organizational system,

getting to know the inner workings, how decisions are made, informal and formal networks, how change and innovation are

perceived, and other organizational system dynamics.
GUIDELINES FOR ORGANIZATIONAL ANALYSIS ASSIGNMENT
Using Collins™ work as a model and framework for advanced organizational analysis (and other
references as needed), analyze a system, organization, organization systems and/or subsystems.
Consider each of the concepts proposed by Collins™ breaking down the organizations™ strategic plan,
financial management, organizational structure, leadership, organizational culture, performance
outcomes, etc. Collins™ work is a good foundational text, along with Fifth Discipline (Senge, 1990)
and other related writers and models.
When analyzing an organizational system, along with Collins™ work, consider chaos theory and
complexity science (Wheatley, Porter-O-Grady), learning organizations (Senge), change and
innovation (Gladwell, Rogers, Quinn). If you have not found these references in the required or
recommended course readings, google the names of these authors and learn more about their
contributions to understanding organizational behavior and leading complex systems. Such
references may be useful in arriving at a greater level of understanding of organizations necessary to
truly transform our current health care systems. As part of this analysis, consider interviewing
members of the staff, board members, organizational historians, key administrative personnel (CFO,
CEO, CNE, etc.). If you are not familiar with the organization/system, it will be essential that you
talk to members of the organization who can help you develop a rich understanding of the leadership,
culture, and decision-making patterns. Consider what is written about the organization and its system
in the local paper, regional documents, trade journals, etc. These qualitative methods, along with
review of clinical, financial and other evaluation measures (quantitative measures), will provide a
more holistic perspective of an organizational systems™ performance.
The paper should be carefully written in a formal style, based on primary sources, provide an
integration of ideas, and be 4-6 pages in length, excluding title page & reference list. Organized
flow, logical progression of ideas, and clarity in thought are essential. Please use headings to
separate content.

Grading Rubric Criteria Points
Introduction paragraph (one paragraph). There must be a thesis statement at the end of the
paragraph that tells the reader the purpose of paper and what will be discussed.
/1
Establishes healthcare organizations in the 21st century as complex adaptive systems
(Wheatley, Plesk & Greenhalgh, Deming) and discusses the challenges of transformation
of complex systems.
/2
Identify an organization, system or subsystem within a larger system. You may want to
use the system in which you have been working or one where you anticipate working.
Give an overall description to include such aspects of the mission, philosophy, values,
overall goals, structure, resources, etc.). Discuss whether your organization™s mission
and values are alive and well?
/3
Describe the organization™s culture using Schein™s definition of culture (assumptions of
group members learning to cope with internal and external pressures and consequently
explaining behaviors and feelings within the organization. Reflect on the organization™s
norms, traditions, sacred cows. Describe the organization™s climate (dynamic, supportive,
innovative, bold, stagnant, caring, etc.) and employees™ attitudes, fears, and behavior
(engagement, commitment, resistance to change, etc.). Describe the organization™s
/3 culture for learning (Senge, Deming). Support discussion with examples.
Discuss the predominant leadership style (central vs. hierarchal, autocratic vs.
participative, transformative, etc.) for the organization (Porter-O™Grady). Support your
leadership assessment with examples.
/2
Based on Collins™ research findings and conclusions, describe the organization, agency,
system, etc. and note the œlevel of greatness (Collins). Is there is a œlow level of
greatness? What in particular can you identify as lacking? If there is a œhigh level? What
examples or evidence can you describe to validate this determination of the œgreatness
level?
/4
What evidence exists regarding the system™s readiness for change? What are the next
steps to ready the organization for change? How can you personally and in the role of a
DNP enhance or sustain readiness? Using this system™s analysis, how will you apply this
information to a future improvement plan?
/4
Conclusions: Summarize the essential points of paper (one paragraph). /1
Total /20
Deductions:
Papers over the page limit will be penalized by a disregard of content over the page limit.

REQUIRED READINGS:

Thomas, P. (2014). Evaluating organizational frameworks for systems change. In Hall, & Roussel (Eds), Evidenced-based

practice: An integrative approach to research, administration, and practice (pp149-170). Burlington, MA: Jones and Bartlett.

Roussel. L. (2014). The nature of the evidence: Microsystems, macrosystems, and mesosystems. In Hall, & Roussel (Eds),

Evidenced-based practice: An integrative approach to research, administration, and practice (pp172-184). Burlington, MA:

Jones and Bartlett.

Engebretson, J. C., & Hickey, J. V. (2015). Complexity science and complex adaptive systems. In Butts & Rich (Eds),

Philosophies and Theories for advanced practice nursing (pp 111-135). Burlington, MA: Jones and Bartlett.

Collins, J. C. (2001). Good to great. New York, NY: HarperCollins Publishers.
The recommended readings are strongly encouraged to broaden your understanding of key concepts relative to organizational

science and change theory. The readings have been subdivided into the following categories to help you locate content

appropriate to the topics:

Complexity Science
Organizational Culture
Learning Organizations
Change Theory
These readings provide knowledge essential for performing an organizational analysis (the assignment for this unit). You will

be expected to integrate important ideas and evidence from this material into your unit assignment.
Keynote

Healthcare in the 21st century is complex; thus, the theory of complexity science is applicable to this new age. The

mechanistic mind-set of the industrial years, still in place in many organizations today, is no longer an appropriate

thinking for addressing contemporary problems. Complexity science recognizes the many self-adapting mini-systems within each

larger system. Nelson, Batalden, and Nelson (2007) describe healthcare systems as consisting of microsystems, mesosystems,

and macrosystems. I suggest you do a little reading for yourself to see how the smaller systems fit into the larger and how

each system influences the behavior of the others. Because system pieces are dynamic and constantly adapting, outcomes are

unpredictable. Most of us, growing up in an industrialized society, are probably more comfortable with linear thinking (where

cause and effect provides explanation and predictability); however, the reality is life is œmessy. Plesk and Greenhalgh

(2001) state that unpredictability and paradox is inherent in complex systems; consequently, some things are simply

unknowable. However, the unknown should not serve as a deterrent to understanding and improvement efforts. We are not victims

of systems, we are co-creators.

References:

Nelson, E.C., Batalden, P.B., & Godfrey, M.M. (2007). Quality by design: A clinical microsystems
approach. San Francisco, CA: Josey-Bass.

Plsek, P.E., & Greehalgh, T. (2001). Complexity Science: The challenge of complexity in healthcare. British
Medical Journal 323, 625-628.
Edward Deming suggests four key elements give rise to profound knowledge necessary for improving a system: (a) appreciation

of the system, (b) theory of knowledge (in other words, how do we know what we know), (c) knowledge of variation and (d)

human behavior. A new lens search for profound knowledge is required for improving our nation™s health care. So what does

this profound knowledge stuff really mean?
Take a moment to watch this short video clip applying Deming™s System of Profound Knowledge

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