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The book describes what it means to say the world is complex and explores what that means for managers, policy makers and individuals. The first part of the book is about the theory and ideas of complexity. This is explained in a way that is thorough but not mathematical. It compares differing approaches, and also provides a historical perspective, showing how such thinking has been around since the beginning of civilisation. It emphasises the difference between a complexity worldview and the dominant mechanical worldview that underpins much of current management practice. It defines the complexity worldview as recognising the world is interconnected, shaped by history and the particularities of context. The comparison of the differing approaches to modelling complexity is unique in its depth and accessibility. The second part of the book uses this lens of complexity to explore issues in the fields of management, strategy, economics, and international development. It also explores how to facilitate others to recognise the implications of adopting a complex rather than a mechanical worldview and suggests methods of research to explore systemic, path-dependent emergent aspects of situations. The authors of this book span both science and management, academia and practice, thus the explanations of science are authoritative and yet the examples of changing how you live and work in the world are real and accessible. The aim of the book is to bring alive what complexity is all about and to illustrate the importance of loosening the grip of a modernist worldview with its hope for prediction, certainty and control.
This detailed volume illustrates the transformative nature of systems and complexity sciences for practice, research, education, and health system organization. Researchers highlight the fresh perspectives and novel approaches offered by these interdisciplinary fields in addressing the complexities of global, national, and community health challenges in the 21st century. With the implications that these emerging fields hold for health still relatively underexplored, researchers from a wide variety of disciplines, including physiological, social, environmental, clinical, prevention, educational, organizational, finance, and policy domains, aim in this book to suggest future directions in health care and highlight recent advances in basic and clinical physiology, education, policy-making, and leadership. Among the topics discussed: Impact of genomic heterogeneity on bio-emergent properties Harnessing Big Data to improve health services Decision-making of women in violent relationships Co-producing healthcare interventions A socio-ecological solution to physician burnout Embracing Complexity in Health: The Transformation of Science, Practice, and Policy is a highly relevant resource to practitioners in the field, students, instructors, and policy makers, and also should find an engaged audience among health and disease researchers, healthcare planners, health system financiers, health system administrators, health services administrators, health professional educators, and other health professionals. The trans- and interdisciplinary natures of health and health care are fostering a broad discourse amongst all concerned with improving patient care in an equitable and sustainable way.
This book is an introduction to health care as a complex adaptive system, a system that feeds back on itself. The first section introduces systems and complexity theory from a science, historical, epistemological, and technical perspective, describing the principles and mathematics. Subsequent sections build on the health applications of systems science theory, from human physiology to medical decision making, population health and health services research. The aim of the book is to introduce and expand on important population health issues from a systems and complexity perspective, highlight current research developments and their implications for health care delivery, consider their ethical implications, and to suggest directions for and potential pitfalls in the future.
This open access book is a unique resource for health professionals who are interested in understanding the philosophical foundations of their daily practice. It provides tools for untangling the motivations and rationality behind the way medicine and healthcare is studied, evaluated and practiced. In particular, it illustrates the impact that thinking about causation, complexity and evidence has on the clinical encounter. The book shows how medicine is grounded in philosophical assumptions that could at least be challenged. By engaging with ideas that have shaped the medical profession, clinicians are empowered to actively take part in setting the premises for their own practice and knowledge development. Written in an engaging and accessible style, with contributions from experienced clinicians, this book presents a new philosophical framework that takes causal complexity, individual variation and medical uniqueness as default expectations for health and illness.
Since its publication, Complex Adaptive Leadership has become a Gower bestseller that has been taught in corporate leadership programmes, business schools and universities around the world to high acclaim. In this updated paperback edition, Nick Obolensky argues that leadership should not be something only exercised by nominated leaders. It is a complex dynamic process involving all those engaged in a particular enterprise. The theoretical background to this lies in complexity science and chaos theory - spoken and written about in the context of leadership for the last 20 years, but still little understood. We all seem intuitively to know leadership 'isn't what it used to be' but we still cling to old assumptions which look anachronistic in changing and challenging times. Nick Obolensky has practised, researched and taught leadership in the public, private and voluntary sectors. In this exciting book he brings together his knowledge of theory, his own experience, and the results of 19 years of research involving 2,500 executives in 40 countries around the world. The main conclusion from that research is that the more complex things become, the less traditional directive leadership is needed. Those operating in the real world, nonetheless, need ways of coping. The book is focused on helping practitioners struggling to interpret and react to increasingly VUCA (Volatile, Uncertain, Complex, Ambiguous) times. The book will particularly appeal to practitioners wishing to improve their leadership effectiveness as well as for students and researchers in the field of leadership.
The book describes what it means to say the world is complex and explores what that means for managers, policy makers and individuals. The first part of the book is about the theory and ideas of complexity. This is explained in a way that is thorough but not mathematical. It compares differing approaches, and also provides a historical perspective, showing how such thinking has been around since the beginning of civilisation. It emphasises the difference between a complexity worldview and the dominant mechanical worldview that underpins much of current management practice. It defines the complexity worldview as recognising the world is interconnected, shaped by history and the particularities of context. The comparison of the differing approaches to modelling complexity is unique in its depth and accessibility. The second part of the book uses this lens of complexity to explore issues in the fields of management, strategy, economics, and international development. It also explores how to facilitate others to recognise the implications of adopting a complex rather than a mechanical worldview and suggests methods of research to explore systemic, path-dependent emergent aspects of situations. The authors of this book span both science and management, academia and practice, thus the explanations of science are authoritative and yet the examples of changing how you live and work in the world are real and accessible. The aim of the book is to bring alive what complexity is all about and to illustrate the importance of loosening the grip of a modernist worldview with its hope for prediction, certainty and control.
This book is about dealing with messes. Sometimes known as 'wicked problems', messes (or messy situations) are fairly easy to spot:it's hard to know where to startwe can't define them everything seems to connect to everything else and depends on something else having been done first we get in a muddle thinking about them we often try to ignore some aspect/s of themwhen we finally do something about them, they usually get worse they're so entangled that our first mistake is usually to try and fix them as we would fix a simple problem.
Second in a series of publications from the Institute of Medicine's Quality of Health Care in America project Today's health care providers have more research findings and more technology available to them than ever before. Yet recent reports have raised serious doubts about the quality of health care in America. Crossing the Quality Chasm makes an urgent call for fundamental change to close the quality gap. This book recommends a sweeping redesign of the American health care system and provides overarching principles for specific direction for policymakers, health care leaders, clinicians, regulators, purchasers, and others. In this comprehensive volume the committee offers: A set of performance expectations for the 21st century health care system. A set of 10 new rules to guide patient-clinician relationships. A suggested organizing framework to better align the incentives inherent in payment and accountability with improvements in quality. Key steps to promote evidence-based practice and strengthen clinical information systems. Analyzing health care organizations as complex systems, Crossing the Quality Chasm also documents the causes of the quality gap, identifies current practices that impede quality care, and explores how systems approaches can be used to implement change.
Features reviews and research on topics in the field of health care management. This work also contains papers from the Health Care Management Division of the Academy of Management.
Improving our nation's healthcare system is a challenge which, because of its scale and complexity, requires a creative approach and input from many different fields of expertise. Lessons from engineering have the potential to improve both the efficiency and quality of healthcare delivery. The fundamental notion of a high-performing healthcare system-one that increasingly is more effective, more efficient, safer, and higher quality-is rooted in continuous improvement principles that medicine shares with engineering. As part of its Learning Health System series of workshops, the Institute of Medicine's Roundtable on Value and Science-Driven Health Care and the National Academy of Engineering, hosted a workshop on lessons from systems and operations engineering that could be applied to health care. Building on previous work done in this area the workshop convened leading engineering practitioners, health professionals, and scholars to explore how the field might learn from and apply systems engineering principles in the design of a learning healthcare system. Engineering a Learning Healthcare System: A Look at the Future: Workshop Summary focuses on current major healthcare system challenges and what the field of engineering has to offer in the redesign of the system toward a learning healthcare system.