Frontiers of Health Services Management - Fall 2013 - (Page 6)

embraced strong values and cultures with long-term legacies. the new organization needed to carry forward crucial aspects of the values, cultures, and legacies of both the predecessor systems and their parent organizations or sponsors, catholic Health initiatives (cHi) and Jewish Heritage foundation for excellence. each brought its own unique expectations regarding faith, traditions, symbolism, and cultures. the executive team intended to shape the culture of the new organization to reflect and advance the mission and vision of the organizations that preCulture-shaping efforts are ceded it. focused not only on shaping to assist with the work of culture shaping, KYone the internal culture of engaged Senn Delaney, KYOne and its partners but a firm that specializes in also on preparing it for the that process. in addition, way care will be delivered the board of directors of KYone wisely engaged a in the larger, reformed governance expert from healthcare environment. the Harvard graduate School of education, richard chait, PhD, to assist with the board’s development and formation as it assumed oversight responsibilities for the new statewide organization. chait, who along with William ryan and Barbara taylor (2005) authored Governance as Leadership, introduced board members to three roles or levels of governance: fiduciary, strategic, and generative. chait and his colleagues described these levels in terms that allowed board members to incorporate all three levels of governance into their respective roles. the fiduciary role requires the board to be primarily concerned with the stewardship of tangible assets and includes oversight responsibilities for mission, operations, resources, performance, and support and assessment of the ceo. the strategic role requires board members to create strategic partnerships with management to guide organizational strategy and provide foresight for the organization’s future. in the generative role, boards provide a less recognized but critical source of leadership for the organization by helping management make sense of the environment and complex circumstances facing the organization, such as market realities and strategic choices necessary to move into the post-reform healthcare environment. While most boards include members with demonstrated competencies related to the fiduciary and strategic roles, the generative role does not tend to come naturally because it requires board members to partner with management to frame complex issues in ways that facilitate decision making to advance the organization’s overall purpose and vision. governing in this manner has already begun to transform the way in which the KYone board functions and makes decisions. this transformation has, in turn, resulted in more generative thinking at the executive level. Ultimately, the desire is for this type of thinking and decision making to permeate all levels of the organization. Such a transformation takes years to accomplish; however, the results will be realized in future years as the organization moves to increasingly higher levels of performance. the work of organizational culture shaping, including board development, continues today as KYone incorporates its newest partner, University of louisville Hospital (UlH), which joined KYone in March 2013. this partnership extends to an academic affiliation agreement with 6 • f ro ntier s o f h ea lth s e rvic e s m a na g e me nt 30 :1

Table of Contents for the Digital Edition of Frontiers of Health Services Management - Fall 2013

Frontiers of Health Services Management - Fall 2013
Contents
Editorial
The Case for Values as a Basis for Organizational Culture
A Moral Compass for Management Decision Making: A Healthcare CEO’s Reflections
Ethics, Values, and Decision Making
Wanted: Morally Courageous Leaders
The Imperative of a Moral Compass–Driven Healthcare Organization

Frontiers of Health Services Management - Fall 2013