دانلود کتاب هوش قطبی – منطق گمشده در رهبری

In the early to mid-1990s, the healthcare system was under fire. Society was calling for healthcare reform due to patient safety, increasing costs, waste, and accessibility issues. These were chaotic times, and those in the healthcare industry were experiencing significant amounts of change. Like many other industries of the time, the healthcare industry was impacted by a Newtonian worldview. In a Newtonian worldview, a system is broken down into parts and designed to function predictably. All elements of such systems are viewed as fixed and stable, capable of being analyzed and measured. As a result, the healthcare system was designed and described as locations (hospital, home, clinic, office), and hospitals were composed of units that treated diseases and broken parts (intensive care, cardiology, orthopedics, and oncology, for example). Some of those units treated age groups (say, neonatal and pediatric), and some units addressed time-related needs (inpatient vs. outpatient). Each unit operated independent of the others and addressed different needs. Most importantly, care delivery was built upon a medical model which focused on the absence of disease. You might argue that being focused on the absence of disease is not a bad thing in the field of medicine. And you’d be right. In fact, this focus resulted in great advances in medicine, including the development of ways to prevent certain diseases and finding treatments and cures for others. Body parts even became replaceable. But there’s absence of disease, and there’s health—the harmony of physical, psychological, sociocultural, and spiritual dimensions. The healthcare system of the nineties was neither focused on health, nor was it a healthy work environment for the healthcare workforce. The way the system was designed led to transactional relationships among team members, and those between leaders and staff were hierarchical or power based, often supported by sprawling org charts that donned office walls—just in case someone had forgotten their place in the system. That was the world where we (Tracy and Michelle) cut our teeth as emerging leaders. At the time, we had a mentor named Bonnie Wesorick. She was a nurse with extraordinary vision and a leader who had a profound influence on the culture at our Midwestern hospital. Bonnie’s quest to transform the healthcare system soon spread to others in the industry. And her approach to leading transformation provided us with a new lens through which we would look at the world around us. We had no way of knowing back then how Bonnie’s influence would impact our views of life and leadership, and that we would eventually start a company where we would focus our energy on teaching this approach to leaders in various industries.