Organization Development in Health Care : High Impact Practices for a Complex and Changing Environment

Cover -- Half title -- Series page -- Organization Development in Health Care -- Library of Congress Cataloging-in-Publication Data -- Contents -- Foreword -- Introduction -- Part I: Change -- Chapter 1: Understanding the Multifaceted Nature of Change in the Healthcare System -- Chapter 2: Developing a Change-Ready Organization: Building Internal Capacity for Change -- Chapter 3: Guiding Health System Change: Leadership Strategies for Organization Development -- Part II: Leadership -- Chapter 4: The Strategic Role of Organization Development in Talent Management and Transforming Leadership: CEO and OD Executive Perspective -- Chapter 5: The Multidisciplinary Healthcare Leadership Model -- Chapter 6: Collaboration in Healthcare: A Complex Proposition for One Leadership Team -- Part III: Engagement -- Chapter 7: Promoting Employee Engagement -- Chapter 8: Intrinsic: The Missing Link to Creating a Culture of Wellbeing and Employee Engagement -- Part IV: New Views -- Chapter 9: Leading Important Conversations: The Schwartz Center Rounds® -- Chapter 10: The Value of Apreciative Intelligence in the Culture of Senior Living -- Chapter 11: Span of Control: Designing Organizations for Effectiveness -- Chapter 12: Innovation and Engagement: What Works When Diligence and Good Intentions Are Not Enough -- Chapter 13: Organization Development in the New Age of Healthcare Reform -- Chapter 14: Learning to Resist "Resistance to Change" in Academic Medicine -- Chapter 15: Organization Development in Health Care: The Dialogue Continues -- About the Contributors -- Editors -- Contributors.