Healthy Decisions

Critical Thinking Skills for Healthcare Executives
1. Auflage 2025
ISBN: 978-1-032-98071-3
Verlag: Productivity Press

Buch, Englisch, 190 Seiten, Format (B × H): 152 mm x 229 mm, Gewicht: 287 g

In the wake of an international pandemic, Healthy Decisions: Critical Thinking Skills for Healthcare Executives emerges as a crucial guide for leaders navigating the complex world of healthcare management. This thought-provoking book challenges the status quo, arguing that the success of healthcare organizations hinges not on abstract concepts like "culture," but on the concrete decisions executives make. Drawing from real-world experience with large systems like Mercy and Banner Health, specialty hospitals like Ranken Jordan Pediatric Bridge Hospital, insurance companies like Blue Cross Blue Shield, and nonprofit elder care systems, the authors provide a practical guide to help healthcare executives make the tough decisions they can’t afford to get wrong.

With more than eight decades of combined consulting experience with diverse healthcare organizations, the authors present a compelling case for the paramount importance of decision-making in healthcare leadership. They argue that executives must embrace the messy, pragmatic reality of running healthcare organizations. This book offers a roadmap for healthcare leaders who want to move beyond vague discussions of culture and focus on the specific, high-stakes decisions that shape the climate of their organizations. Healthy Decisions offers a fresh perspective on organizational climate, asserting that it's shaped by a series of daunting decisions, not nebulous factors. The book provides invaluable insights into:

- The pitfalls of using "culture" as a convenient excuse for organizational failures

- The important role of well-developed analytical thinking skills in effective leadership

- Strategies for making difficult decisions more consistently, quickly, and accurately

- Real-world examples and research findings that illuminate the path to better decision-making

- The dispassionate thinking skills needed to assess risks and tradeoffs effectively

- How to inspire teams to embrace change, disruption, and innovation

This essential roadmap equips healthcare executives with the tools to unlock their decision-making potential, avoid the traps of indecision, and ultimately improve the health of their organizations. Whether you're a seasoned healthcare leader or an aspiring executive, Healthy Decisions will transform your approach to leadership and organizational success in an increasingly uncertain world.

Zielgruppe

Professional Practice & Development

Autoren/Hrsg.

Henman, Linda

Perkins, Deborah

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Unternehmensorganisation, Corporate Responsibility Unternehmenskultur, Corporate Governance
• Wirtschaftswissenschaften Wirtschaftssektoren & Branchen Gesundheitswirtschaft
• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Management: Führung & Motivation
• Wirtschaftswissenschaften Betriebswirtschaft Management Entscheidungsfindung

Inhaltsverzeichnis

Section One: Strategy Chapter One: Set the Compass for Decision-Making Chapter Two: Define Targets for Effective Outcomes Chapter Three: Cultivate an Environment for Critical Choices Section Two: Execution Chapter Four: Leverage Technology Chapter Five: Adapt to Evolving Healthcare Needs Chapter Six: Prioritize Patient-Centered Decisions Section Three: Talent  Chapter Seven: Keep Top Talent Chapter Eight: Ensure Continuity in Leadership Chapter Nine: Foster Collaboration Section Four: Build Exceptional Organizations Chapter Ten: Lead Chapter Eleven: Don’t Leave Money on the Table Chapter Twelve: Expand Capability through Strategic Decisions Appendix: Henman-Perkins Healthcare Survey

Über Autor(innen)

Linda D. Henman, Ph.D., the Decision Catalyst®, is one of those rare experts who can say she’s an advisor, consultant, speaker, and author. For more than 40 years, she has worked with senior leaders in mid-sized companies with revenues of about $30 million and with executives of huge companies that gross more than $30 billion, like Tyson Foods. Linda was one of eight succession planning experts who worked directly with John Tyson after his company acquired International Beef Products, one of the most successful acquisitions of the 21st century.

Some of her major healthcare clients include Barnes Jewish Hospital, St. John’s Mercy Health Care, SSM Healthcare, The Clinical Laboratory Management Association, Ranken Jordan Pediatric Bridge Hospital, Banner Health, and Christian Horizons. In all cases, Linda helps those in the C-suite make decisions they have to get right because they just can’t afford to get them wrong. Executives like John Tyson hire her to help make sure a merger or acquisition goes smoothly. Or the board of directors might hire Linda to help them select a new CEO, or a senior leader might need Linda’s help in formulating an aggressive growth strategy. In her more than 40 years in business, she has never had a deal fail. That means her clients made money after the M & A deal; the CEO she recommended stayed in place and succeeded; and the growth strategy helped the company expand as much as they aspired to. Linda owes her success to her ability to influence the pivotal decisions that ultimately explain a company’s success.

For example, too often leaders approach an M & A deal from a technical perspective, forgetting that people and culture clashes will often cause a deal’s demise. Or, when selecting a new CEO, the current CEO often hires a clone, even if the company of the future will need someone significantly different. When setting strategy, too often companies do more of what they’ve always done, which seldom works either.

Linda takes a different approach. By combining her experience as an organizational consultant with her advanced education in business and psychology, she offers her clients solutions that are pragmatic in their approach and sound in their foundation. She surrounds herself with like-minded colleagues in the Million Dollar Consultants’ Hall of Fame, the National Speakers Association, and the National Association of Corporate Directors from whom she received the designation of Director of Professionalism.

Deborah J. Perkins, FACHE, joined Henman Performance Group in 2021 to provide leading-edge financial and operational consulting for hospitals, healthcare institutions, and all providers of patient care. For more than four decades she has worked with large hospital chains like Banner Medical Health System in Arizona and the University of Maryland Medical System and smaller hospitals in the Midwest like Franklin Hospital in Benton, Illinois, resulting in millions of dollars of cost-saving changes.

Debbie specializes in making sure clients don’t leave money on the table for services for which they should have been paid if the proper documentation had been completed. That means she quickly identifies both revenue growth opportunities and reimbursement threats. As a trusted advisor, Debbie has helped hospital executives with decisions about margin improvement, case mix, reducing denials, and increasing physician and patient satisfaction. By assisting CEOs in developing strategies to maximize revenue, her clients have been able to optimize clinical documentation and coding practices.

Debbie received a Bachelor of Science degree in Business Education from Southern Illinois University at Carbondale, a Bachelor of Arts in Health Information Administration from Hillcrest Medical Center in Tulsa, where she also qualified for the Registered Health Information Administration (RHIA) certification, and an MBA from Pepperdine. She holds the designation of Fellow in the American College of Healthcare Executives and the American Health Information Management Association. She is also a Certified Professional in Healthcare Quality.

Her academic credentials, continuing education, and experience equip Debbie to increase each hospital’s case-mix, resulting in millions of dollars of improved revenue, reduce denials below the state average, improve clinical documentation so facilities are paid what they are owed, and implement effective Clinical Documentation Integrity programs to include internal and external audits. Her past performance proves her commitment to empowering hospital executives to achieve their boldest vision through dramatic strategies. Her processes and procedures provide a framework for uncovering every cost-saving opportunity, thereby improving the financial health of the hospital so it can continue to offer exceptional patient care.