Monthly Archives: September 2015

Lean Culture Leadership

“Define the ‘banks of the river’ (aka the ‘design space’ — how we’ll play the game) and let the team figure out how to get to the sea.”
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Idea Progression – Seth Godin’s Respected Insights

“Different people have different mindsets when encountering various markets. Some people are eager to try new foods, but always rely on proven fashions or cars. Some people live on the edge of popular culture when it comes to lifestyle, but want to be in the back of the room when it comes to their understanding of the latest science…

Every important idea starts out on the fringe. It’s not obvious, proven or readily explained…

Sometimes, more rarely, the risky idea is seen by some culture watchers as a ‘new thing’. They alert their audience, the folks that want to be in on the new thing, but can’t risk being wrong, so they avoid the risky.

When enough people embrace a new thing, it becomes a hot thing, and then the hot thing might go mass.

The numbers don’t lie: There are more people in the mass group! There are people who only buy pop hits, who only go to restaurant chains, who only drive the most popular car. In fact, it’s the decision of this group in aggregate that makes the thing they choose the big hit.

Finally, when enough people with the mass worldview accept an idea, they begin to pressure the rest of the people around them, insisting that they accept the new idea as if it’s always been the right thing to do, because that’s what this group seeks, the certainty of the idea that has always been true…

Things that are accepted now, things that virtually everyone believes in as universal, timeless truths, were fringe practices a century or less ago.

The mistake idea merchants make is that they bring their fringe ideas to people who don’t like fringe ideas, instead of taking their time and working their way through the progression.” – Idea Progression

Extending the Dyadic Management Model for the Integrated Community Health System

“Physicians who practice in the integrated models must accept that the autonomy of private practice is relinquished to the team approach. Rarely, however, do physicians in these models report that their ability to exercise professional judgments on behalf of patients is usurped by the dyadic model.
On the contrary, many perceive a new type of autonomy; an autonomy that comes with being a valued participant in the whole. Effective dyadic model leaders will encourage a culture and organizational psychology that engages physicians as participants in clinical and business decision making for the system.
Non-physician professional managers must accept that trained practitioners can be successful managers in a partnership model. At times, non-physicians are threatened by the notion that ‘if physicians can be clinicians and managers, why do organizations need me?’…
In other words, each owns the overall performance of the enterprise under them. Neither is permitted to delegate responsibility for these common areas or blame the partner for his or her lack of performance in this regard. The success of each is tied to the other.
But how are distinct and separate responsibilities and accountabilities identified, divided and managed? This is also the art in the design; while each owns areas of performance overall, day-to-day operations distills to distinct and stated responsibilities and accountabilities…
It’s important to note that no management model is 100 percent reliable or infallible…Long-term success with the dyad model does require an organizational commitment to the design, supported by a commitment to invest in the development of physicians as co-leaders and co-managers.
For successful users of the model, the dyad becomes a part of the cultural fabric of the organization; ‘it is how we do it here.’
Members of successful dyads often refer to the relationship as a marriage. ‘We don’t always agree, but we know we need to make the relationships work for the good of the organization and those we serve.'”

Designing For Healthier Children

“‘The environments in which we live affect not just our behaviors, but our lifelong attitudes about things like healthy eating and active lifestyles. It’s also clear that it’s so much better to help prevent children from becoming obese…So that makes school environments incredibly important.’…The idea of designing for health…” – Designing For Healthier Children

For-Profit Real Estate Developers and Healthier Communities

“The approach involves finding a nonprofit development partner with ties to the community and identifying needed services that also support the project’s bottom line.” – For-Profit Real Estate Developers and Healthier Communities