Executive development in healthcare during times of turbulence

Abstract

In this research we report an analysis of comments from managers and executives in healthcare organizations to provide insights into the strategic management needs of healthcare organizations. The comments were obtained as part of a survey that asked upper-level managers and executives to identify strategic management skill and knowledge needs in healthcare organizations. After completing the survey, the respondents were given the opportunity to comment on any topics of concern to them. A total of 67 comments, many of them extensive and insightful, were obtained. In this paper, we review the literature dealing with educational and developmental needs of healthcare managers. Much of this literature is academic in nature and permits an interesting comparison to the perspective of management and executive practitioners. Emerging from the literature was a concern for environmental turbulence and a recognition that healthcare managers are at risk of falling behind in terms of skill development under such conditions. Respondent comments suggested a recognition of the potential problems. The comments are classified into four major categories: needs and skills in turbulent conditions; program and educational needs; issue clarification; and additional comments. Moreover, the first two categories appeared to break out into a set of six additional themes, which we suggest will be important to those designing programs for executive development in healthcare during turbulent times. While the source of this research is healthcare settings in Canada and the USA, the findings should be applicable to international healthcare organizations that use strategic management concepts and practices.

Coaching models for leadership development: An integrative review

“…Rising concerns that a lack of long-term leadership planning in a turbulent environment will increasingly impact leadership in health care agencies have amplified the need for proactive business plans to ensure the survival of health care organizations (Hartman & Crow, 2002). Identifying future leaders now is critical to ensure smooth leadership transition (Abrams, 2002).…”

“…With the unanimous objective of overcoming resistance to change and embracing new paradigms, coaching can help managers lead smooth transitions through change and to success. Traditional learning and development programs that focus on workshops, retreats, e-learning, and university programs may not address what people need to do this, and there is an argument for programs that are focused on a "real world" perspective (Hartman & Crow, 2002).…”

“…Concerns are rising in health care over challenges in leading a sector besieged with rising costs, ever-changing regulations, unprecedented growth in technology, and a frustrated workforce (Hartman & Crow, 2002;Scott, 2002). The degree to which leaders will be able to meet these new trends and requirements will depend on their abilities to forgo the status quo and lead with courage, taking risks, and embracing change (Parker, Hall, & Kram, 2008).…”

The power of work experiences: Characteristics critical to developing expertise in strategic thinking

“…This occurs regardless of the type of planning or analytical tools used to develop organizational strategy. Additionally, increasing environmental turbulence and the growth of semiautonomous subsidiaries has forced strategic decision making downward in organizations, creating the need for strategic thinking among individuals at multiple management levels (Bennis, 1994;Hartman & Crow, 2002;Jones, 1991;Liedtka & Rosenblum, 1996;Mason, 1986;Pearson, 1990;Stumpf, 1989;Thakur & Hoffman, 1987;Zabriskie & Huellmantel, 1991). The challenge this creates for human resource professionals is how to help managers improve their ability to think strategically.…”

Strategic thinking in family businesses

“…There is strong underpinning for strategic thinking and its positive impact on organisational performance in the literature (Bonn, 2001;Mason, 1986). Indeed, the literature contends that strategic planning is now more important than ever due to the degree of environmental turbulence (Hartman and Crow, 2002). Liedtka (1998a:32) contends that in the increasingly volatile operating environment, strategic thinking is ‗central to creating and sustaining competitive advantage'.…”