Jennifer Tomasik, Carey Gallagher, Megan Helzner

In the midst of COVID-19, in many organizations, key initiatives like strategic planning have continued, and teams have pivoted to design and support these efforts in the new virtual reality. The task is to both ensure technology does not distract from the substantive issues and objectives at hand and also look for ways the new format might even enhance the work.

 

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CFAR Inc.
Larry Hirschhorn

The coronavirus pandemic brings with it an arc of uncertainty that stretches far into the horizon. There are four foci that can help leaders provide steady steering in a difficult time: objectives, capabilities intactness, and normalcy. These foci highlight three challenges leaders face in this crisis; how to steer the enterprise, how to keep it cohesive, and how to provide it with goals.

 

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CFAR Inc.

Virtually every health system and academic medical center in the United States is scrambling to succeed in an environment of rapid change. This article explores the powerful relationship between vision, mission, and strategy to help leaders stay true to who they are even as they are called to adapt to an uncertain environment. Published in the Winter 2020 edition of the Wharton Healthcare Quarterly.

 

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Richard Levin

In 2001, CFAR Coaching Practice Leader Dr. Richard J. Levin wrote these guidelines for the UN to help parents and children cope with the unprecedented events of 9/11. As the COVID-19 pandemic develops, this same resource may be useful in comforting and guiding you and your family during these challenging times. 

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Nancy Drozdow
Nancy Drozdow on the growth of the field of family enterprise research and advising  view »
Barry Dornfeld, Jennifer Tomasik

The challenges facing our healthcare system in the current moment are well known and widely discussed. What does not get addressed as much is the need for strong leadership at multiple levels to navigate the rapid pace of change in healthcare and turn challenge to opportunity. Published in the Wharton Healthcare Quarterly.

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Jennifer Tomasik, Lynn Oppenheim

This is the fourth in a series of articles that will introduce a few tools and ideas for realizing "systemness" by defining and aligning strategy and leadership, integrating the clinical enterprise, and enhancing corporate services. Published in Wharton Healthcare Quarterly.

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Jennifer Tomasik, Barry Dornfeld

This is the third in a series of articles that will introduce a few tools and ideas for realizing "systemness" by defining and aligning strategy and leadership, integrating the clinical enterprise, and enhancing corporate services. Published in Wharton Healthcare Quarterly.

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Jennifer Tomasik, Carey Gallagher

This is the second in a series of articles that will introduce a few tools and ideas for realizing "systemness" by defining and aligning strategy and leadership, integrating the clinical enterprise, and enhancing corporate services. Published in Wharton Healthcare Quarterly.

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Jennifer Tomasik, Carey Gallagher, Lynn Oppenheim

This is the first in a series of articles that will introduce a few tools and ideas for realizing "systemness" by defining and aligning strategy and leadership, integrating the clinical enterprise, and enhancing corporate services. Published in Wharton Healthcare Quarterly.

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Jennifer Tomasik

Governance is hard work - some may even call it an art - and it demands ongoing, intentional efforts to ensure its effectiveness. Published in Wharton Healthcare Quarterly

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Jennifer Tomasik, Carey Gallagher

Barry Oshry's work on levels of organizational structure provides a window into the challenges and opportunities to advance change in academic medicine. A key element of Oshry's theory is that all roles sometimes experience being pulled into another role group. Published in the Wharton Healthcare Quarterly.

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Carey Gallagher, Jennifer Tomasik

This is the fifth in a series of articles published in the Wharton Healthcare Quarterly about actionable practices for effective inter professional collaboration.

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Jennifer Tomasik

This article highlights what two very different organizations are doing to leverage interprofessional collaboration and teams to achieve better clinical outcomes

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CFAR Inc.
Larry Hirschhorn, CFAR

A bibliography of the writings of Larry Hirschhorn

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