On the Harvard Business Review Blog Network last week, Jordan Cohen’s piece, “Love, Trust, and Candor: Today’s Management Priorities” outlines how love, trust and candor facilitate business operations. Having attended the Management Innovation eXchange, aka (MIX) Mashup in June of this year, Cohen reflects on how the new business leadership values have a foundation in trust and transparency. He writes:
John Mackey, founder of Whole Foods, often speaks about finding “friendship, love and community” in the workplace, Zappos CEO, Tony Hsieh, is famous for believing that we “function best when we can be ourselves” and Vineet Nayar, CEO of HCL, radically promotes “creating trust…by pushing the envelope of transparency.”
These same values — transparency, trust and open, honest communication — are being called for within healthcare as the foundation for patient-centered care. Without trust on both sides of the doctor-patient relationship, outcomes have become less than optimal–as they have in some areas of the business sector. By inviting patients into the care team to share their knowledge, as well as commit to the treatment plan prescribed as a full partner with complete knowledge of risks, benefits and alternatives has potential to elevate the entire healthcare team’s capabilities, similar to the results Cohen references.
In his article, Cohen also refers to Management 2.0, a concept described by Gary Hamel in the Wall Street Journal blogs that encourages leaders to “retool management systems and processes that govern…”
- How strategies get created
- How opportunities get identified
- How decisions get made
- How resources get allocated
- How activities get coordinated
- How power gets exercised
- How teams get built
- How tasks and talent get matched up
- How performance gets measured
- How rewards get shared
Healthcare 2.0 is in the works, but it has to address more than just the IT piece. The management piece is equally important, and based on much of what is occurring in pockets across the country, we’re already headed in that direction. Aren’t the following healthcare processes and systems also being retooled:
- Changing hospitals into high reliability organizations
- Restructuring the provider-patient relationship to include open, honest discussion and transparency
- Reorganizing business models
- Re-tooling medical education and addressing deficits
- Developing multi-disciplinary care teams
- Better management of resources
- Pay for performance…
This list suddenly looks very familiar.
Change takes time, and real leadership to navigate the fear that creates obstacles en route to success. But change is inevitable as the saying goes…and is well in motion across industries, as the new and/or evolved leaders share below.
Seth Godin speaks of “Tribes” and of leading niches versus building business models that strive to be one size fits all solution.
Eric Topol is calling for the “Creative Destruction of Medicine”
And Atul Gawande asks for “disruptive innovation” in medicine.
All collectively speak to recreating current operating models to address the changing needs of today — in business and in healthcare. Healthcare 2.0 is already well on its way…