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Module 2: Readings Text.png: QUANTUM LEADERSHIP Sixth Edition Nancy M. Albert Ch


Module 2: Readings
Text.png: QUANTUM LEADERSHIP Sixth Edition Nancy M. Albert
Chapter 2: Ten Complexity Principles For Leaders Advancing Value in the Quantum Age
Answer the question below in a short-essay format (maximum of 10 sentences). Appropriately apply your responses to your current practice. In order to completely answer the question, please use the A.P.E. acronym:
A: Answer the question.
P: Provide specific information or evidence that supports the answer.
E: Explain how the information or evidence supports the answer to the question.
You must follow APA citation guidelines if course textbook or outside references are used to support your answer.
Grading Rubric:
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Describe the struggle that many health organizations have in the present time of value-driven health reform.
No file just chapter in referenced book.
Module 2: Key Points 1mportant2.jpg Factors causing healthcare workers to leave the field include: Endless change The growing social, political, and economic forces driving contemporary health reform Information is remarkably more available than in the past. Knowledge is more a utility than a capacity. Technology is changing the character and content of the service relationship. Wireless technologies now operate in a way that defies boundaries. Understanding complexity is requisite for understanding relationships. Complexity science teaches us that everything is related at some level. Living in the actual: Focus on the present. Live the experience now. Focus on good process. Key is work quality. Emphasize current activity. People focus on their own work. Living in the potential: Inclusion of coming events See the work as journey. Focus on good outcomes. Key is optimal results. Read “signposts” of change. People focus on the team. Principle 1: Wholes are not just the sum of their parts. Wholes are made up of smaller units that interact with each other to sustain the whole. Institutions: Unilateral interests/goals Nonaligned Driven by self-interest Focus on structure/function Highly competitive Survival focused Vertically integrated Systems: Multifocal interests/goals/values Strong alignment of stakeholders Collateral interests Focus on relatedness Outcomes driven Centered on thriving Horizontal/vertical linkage Everything in our society reflects a vertical orientation, including organizational hierarchies. Leaders now must complement vertical thinking, which is about control, with horizontal thinking, which is about relatedness. Both are necessary, yet leaders, because of the prevalence of vertical thinking, must concentrate on building horizontal connections. Principle 2: All health care is local. A system operates from its point-of-service outward. If healthcare providers are not directly giving care to a patient, they are serving someone who is. In a system, everything operates from the center out. Systems are organic in shape and design. The most obvious configuration for a system is a circle. That this is so indicates that systems are more about relationships and intersections than about anything else. Systems possess flow and fluidity and are more dynamic than static. They encompass interactions and relationships in a continuous and vibrant interplay that results in the fulfillment of their purposes. All activities of a system work together to help the system adapt to changes, meet its goals, and ensure its survival. Principle 3: Value is now the centerpiece of service delivery. Anything that adds value to any part of a system adds value to the whole system. Everyone in a system is obligated to add value to it. Everyone is doing something, even if it is negative. When people are not adding value, they are taking away value. Principle 4: Simple systems aggregate to complex systems. Simple systems combine with other simple systems to form more complex systems. Principle 5: Diversity is essential to life. Diversity is essential to life on every level. Principle 6: Error is essential to success. Both random error and conscious error are essential to the process of creation. In fact, error underpins all change. Error is essential to all progress. Far from being a deficit, error indicates where someone is on the journey. The only unacceptable error is the error that is repeated. Principle 7: Systems thrive when all of their functions intersect and interact. Systems thrive when their functions and dynamics intersect and interact in a continual dance of relationship and transformation. Linear thinking (Industrial Age): Vertically oriented Hierarchical Mechanistic Reductionist Compartmental Controlling Collateral thinking (Information Age): Multidirectional Horizontal Whole oriented Integrative Intuitive Relational Principle 8: Equilibrium and disequilibrium are in constant tension. There is a constant and permanent tension between equilibrium (stabilizers) and disequilibrium (challenges). In systems language, stability is another word for death. Absolute stability is the absence of life. The leader always walks a tightrope between stability and chaos, tending to favor the latter. The leader lives in the space between action and potential, anticipating the next step and translating the process for others. Principle 9: Change is generated from the center outward. Effective change generally moves from the center of a system to all other parts, influencing everything in the system. A system thrives only when those at the point-of-service own the decisions that are made there. Mosaic of decision making: Point-of-service decisions Team-based decisions Unit or service decisions System decisions When any system has too much structure, the energy of the system begins to support the structure rather than accomplish its objectives. Unnecessary structure draws resources away from the system’s services and interferes with its ability to do its work. The same holds true for unnecessary management. Principle 10: Revolution results from the aggregation of local changes. Revolution (hyper-evolution) occurs when many local changes are aggregated to inexorably alter the prevailing reality, called the paradigmatic moment. Leaders are agents of change. They bring the vision and context of change to the stakeholders so that the latter can develop the content of change.