Jennifer Tomasik, Carey Gallagher, Lynn Oppenheim
This is the second piece in a series of articles about creating a “Culture of Value” in your organization. view »
Jennifer Tomasik, Carey Gallagher
This is the first in a series on Creating a Culture of Value view »
Carey Gallagher and Jennifer Tomasik

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

 view »
Carey Gallagher and Jennifer Tomasik

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

 view »
Carey Gallagher and Jennifer Tomasik

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

 view »
Jennifer Tomasik and Carey Gallagher
This is the fourth in a series of four articles, published in the Wharton Healthcare Quarterly, exploring opportunities to improve collaboration in healthcare settings. We describe practical tools to enhance institutional performance through better collaboration — toward the primary goal of providing better patient care. view »
Jennifer Tomasik and Carey Gallagher
This is the third in a series of four articles, published in the Wharton Healthcare Quarterly, exploring opportunities to improve collaboration in healthcare settings, in this case between physicians and healthcare administrators. We describe practical tools to enhance institutional performance through better collaboration — toward the primary goal of providing better patient care. view »
Jennifer Tomasik and Carey Gallagher
This is the second in a series of four articles, published in the Wharton Healthcare Quarterly, exploring opportunities to improve collaboration in healthcare settings. view »
Jennifer Tomasik and Carey Gallagher
This is the first in a series of four articles, published in the Wharton Healthcare Quarterly, exploring opportunities to improve collaboration in healthcare settings - between institutions, between physicians and administrators, and within inter-professional teams.  view »
Jennifer Tomasik and Carey Gallagher
This is the first in a series of three articles published in the Wharton Healthcare Quarterly about engaging patients in population health management. view »
Jennifer Tomasik and Carey Gallagher
This is the third in a series of three articles published in the Wharton Healthcare Quarterly about engaging patients in population health management. view »
Jennifer Tomasik and Carey Gallagher
This is the second in a series of three articles published in the Wharton Healthcare Quarterly about engaging patients in population health management. view »
Carey Gallagher and Jennifer Tomasik
This is the first in a series of four articles published in the Wharton Healthcare Quarterly about actionable practices for effective inter professional collaboration.  view »
Jennifer Tomasik and Carey Gallagher
This is the fourth in a series of four articles published in the Wharton Healthcare Quarterly about working towards being a “superconducting organization." view »
Jennifer Tomasik and Carey Gallagher
This is the second in a series of four articles published in the Wharton Healthcare Quarterly about working towards being a “superconducting organization." view »
Jennifer Tomasik and Carey Gallagher
This is the first in a series of four articles published in the Wharton Healthcare Quarterly about working towards being a “superconducting organization." view »
Jennifer Tomasik and Carey Gallagher
This is the third in a series of four articles published in the Wharton Healthcare Quarterly about working towards being a “superconducting organization view »
Jennifer Tomasik

Physicians are being asked to take on more formal leadership positions in healthcare organizations. As chief medical officers, chief quality officers and department chiefs and other senior positions, physicians face a complex array of challenges, including cost constraints, improving operational performance across silos, and the pressure to improve quality while reducing medical error. These challenges require more than an individual leader’s time and attention-they demand a team-based approach that brings together the best of clinical and managerial expertise.

 

Published in Healthcare Executive, May/June 2008, pp. 82 – 83.

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Lynn Oppenheim

Presented at the 2013 Creating and Implementing Strategic Plans Workshop sponsored by the Group on Institutional Planning of the Association of American Medical Colleges, this presentation looks at what has changed over the years in strategic planning and what to expect in the years to come. This is a chance to think toward the future, and to help better position yourself, as a strategic planner, to be ‘strategically thinking’ toward future opportunities.

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Linda May, Tom Gilmore, Judy Schueler

Presented at the University HealthSystem Consortium 2011 Annual Conference, September 2011

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Linda May, Larry Hirschhorn, PJ Brennan, Victoria Rich, and Elizabeth Riley-Wasserman

Presented at IHI 2009

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Linda May, PJ Brennan, Joan Doyle, and Victoria Rich

This interactive session focused on the leadership structures and supports that make real time data actionable and invited participants to consider what might work in their own settings.  Presented at the University HealthSystem Consortium Quality and Safety Fall Forum, September 2010

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Linda May, Larry Hirschhorn

Published in Change Magazine, March 2000. 

 

 

Linda May, Joan Doyle

Presented at the Remington Health Strategy Group's National Summit on Transformational Leadership in August 2010. This talk focuses on the work and on the results that have repositioned Homecare as a “clinical partner” to its hospital counterparts.

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Larry Hirschhorn, Victoria Rich, PJ Brennan, Elizabeth Riley-Wasserman
A joint presentation with The University of Pennsylvania Health System presented at the 2009 IHI National Forum on Quality Improvement in Health Care view »
CFAR Inc.
In our work we have found that for a strategy to take root, there must be an active effort to create fertile ground— people must understand the strategy and know how their work actually contributes to it. We have designed our approach to strategy execution around six critical activities detailed here. view »
Thomas Gilmore
Selection from Chapter 14 in Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully. New York: Authors Choice Press, 2003, pp. 233 - 236. view »
Thomas Gilmore
Selection from Chapter 2 in Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully. New York: Authors Choice Press, 2003, pp. 15 - 17. view »
Thomas Gilmore

Chapter 5 in "Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully". New York: Authors Choice Press, 2003, pp. 55 - 70.

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Thomas Gilmore

Chapter 9 in "Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully". New York: Authors Choice Press, 2003, pp. 128 - 145.

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Thomas Gilmore
Chapter 15 in Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully. New York: Authors Choice Press, 2003, pp. 246 -- 255. view »
Thomas Gilmore
Chapter 12 in Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully. New York: Authors Choice Press, 2003, pp. 185 -- 209. view »
Thomas Gilmore, Larry Hirschhorn
This paper gives some examples of loosely coupled systems and explores two aspects of leading: protecting and guiding. view »
Larry Hirschhorn, Thomas Gilmore, Michael Kelly
This article describes our understanding of the academic medical center contrasted sharply with a for-profit corporation. We emphasize its "loosely coupled" structure, its "church-state" character and the sub-units that amplify this structure and character in ways that pose unique challenges to leadership. We also briefly review some significant pressures that academic medical centers face and describe a number of leadership strategies. view »
Linda May, P.J. Brennan, Victoria Rich and Joan Doyle
Presented at the American Hospital Association's Health Forum Leadership Summit in July 2010 view »
Larry Hirschhorn
A Presentation to AAMC Basic Science Chairs Meeting, Salt Lake City, October 7, 2005 view »
Jennifer Tomasik
A Webinar conducted for the New England Society for Healthcare Communications (NESHCO) on March 29, 2012 view »
Debbie Bing, Jessica Geiben Lynn, Mario Moussa
The authors relate a process in which faculty confronted their preconceptions and arrived at a shared vision regarding the center’s mission. Ultimately, this unified vision paved the way for developing a new governance structure. view »
Jennifer Tomasik, Thomas Gilmore, Andrew Schafer
This is a draft table that looks at some of the typical problems and countermeasures in strategic planning. The final article can be found in The American Journal of Medicine, Vol 118, No 3, March 2005, pp 315-320. view »
Thomas Gilmore
This article is based on a presentation made at the 6th Annual Nursing Economic Conference, October 28, 1989 and appeared in Nursing Economic, Volume 8, Number 3, May-June 1990. More information on the journal can be found at www.nursingeconomics.net view »
Larry Hirschhorn, Susan Frost
Published in " Academic Leader", Volume 21, Number 9, September 2005, pp. 1, 8. view »
Linda May, Victoria Rich, PJ Brennan, Elizabeth Riley-Wasserman
Presented at the University HealthSystem Consortium 2008 Quality and Safety Fall Forum view »
CFAR Inc.
CFAR has developed an approach to strategic planning that embraces action and collaboration. Leaders in academic medicine want a strategy that will support practical, collaborative, action-oriented steps to address their most challenging issues. The principles described here are useful for informing a structure that best meets the unique needs of any institution. view »
CFAR Inc.
This paper offers some advice for the early stages of one’s presidency, especially on ways to leverage scarce time. This note does not address directly the critical issues of developing and communicating key values, vision and priorities, but rather ways of connecting to the institution to give you the intelligence to do so. view »
CFAR Inc.
This briefing note highlights lessons learned over a four-year period as CFAR collaborated with the executive director and successive Board presidents of a professional association in increasing the effectiveness of the board. view »
CFAR Inc.
In this briefing note we outline key frameworks and ideas from the literature on delegation and conclude with advice, to both delegatees and delegators on ways that they can improve the effectiveness of their working alliances. view »
CFAR Inc.
Board and staff live in different micro-cultures, even as they share the mission and work of a particular organization. This briefing note looks at the typical pattern surrounding board meetings and gives suggestions for staff to capitalize on opportunities for deepening the board-staff connection. view »
CFAR Inc.
This note gives suggestions for current staff that are thinking through how to best relate to a new leader during the period before and immediately after his/her arrival. view »
CFAR Inc.
In academic medicine, there is considerable ambivalence about formal leadership. Various leaders in academic medicine were asked to reflect on what close friends said to them when they first took a significant leadership role. This briefing note looks at some of their responses and reflects on these comments. view »
Jennifer Tomasik
Published in Healthcare Executive, Volume 19, Number 6, Nov/Dec 2004, p. 29. (Professional Pointers column). view »
CFAR Inc.
In our work with organizations across sectors and industries, we have often seen the need to highlight the critical distinction between strategic planning and strategy making. The former aims to be comprehensive but oftenin the pursuit of an integrated plan that neatly ties to the stated vision and mission and creates consensussuppresses rich differences of opinion and potential... view »
Thomas Gilmore

In November of 2016, CFAR and the University of Pennsylvania’s Organizational Dynamics Program hosted the inaugural event in the CFAR Lecture Series. With a nearly sold-out house and featuring CFAR Founder and Principal Tom Gilmore discussing his discussing his prolific career as a management consultant, the evening was a great success. As a follow-up to this exciting night, we are pleased to share with you Tom’s annotated bibliography.

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CFAR Inc.

Credibility that one will follow talk with action requires us to get into the heads and hearts of others to explore how others will make sense of one’s behavior. The take up of the proposed changes or implementation of the directives is crucial to its success at the ‘moment of truth’ in value-creating exchanges with customers.

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Thomas Gilmore, Debbie Bing
This chapter organizes tools and techniques into three stages or transitions surrounding a large group event, each with its own core task: pre-event, the event, and follow-through. view »
Jessica Geiben Lynn
New Hampshire High Technology Council—Jessica Geiben Lynn has an article entitled "Conflict is Not a Four Letter Word" in the group's July/August newsletter (page 5). view »
Debbie Bing
This article explores the paradoxical case where the leader has precisely the vision, aggression and talent that the external environment demands, but, ironically, that strength and aggression weakens his or her team and atrophies others’ ability to effectively advance the organization’s purpose and goals. Appears in People & Strategy Journal, January 2013 view »
Larry Hirschhorn
When considering cause and effect, we frequently engage in "one-step thinking." Backcasting is a technique that can help us see both the forest and the trees. Published in the Rotman Magazine, Winter 2011 view »
Thomas Gilmore, Greg Shea
This article describes how leaders can travel into the past to identify and pull forward essential aspects to the organization's continued identity. Published in the Journal of Management Development, 16 (4) Summer 1997, pp. 302 -- 311. view »
Thomas Gilmore, Chatham Sullivan, Rebecca Blum
In this article, the authors shift the focus away from heroic deeds to small, subtle leadership actions that can have big impact. Chapter published in The 2010 Pfeiffer Annual: Leadership Development. San Francisco: Pfeiffer, 2010, pp. 220-232. view »
Larry Hirschhorn
Introduction from Managing in the New Team Environment: Skills, Tools, and Methods. San Jose, CA: Authors Choice Press, 2002, pp. 1 -- 6. view »
Larry Hirschhorn
This paper looks at how a passionate person can energize an organization and bring innovations to it but how groups often suppress these types of people. view »
Thomas Gilmore, Kenwyn Smith, Gregory Shea
This article overviews the ways in which all of the stakeholders in executive development courses can get significantly greater value from their investments. It starts before the program begins, discusses ways of learning while at the program, and attends to the transition from the program back to work. view »
CFAR Inc.
This paper outline the role negotiation process the purpose of which is to provide a structural method for people to share with their colleagues the ways in which their work behavior helps or hinders their productivity. view »
CFAR Inc.
CFAR maintains that strategy is what you do, not what you say. This piece gives a brief overview of Strategic Options, one tool in CFAR’s approach to strategy. view »
CFAR Inc.
While many consulting firms offer strategy support, clients have chosen CFAR for more than three decades because we help clients craft a strategic narrative that motivates action and creates sustainable change. This piece looks at CFAR's approach to strategic planning. view »
CFAR Inc.
This paper describes CFAR's approach to Collaboration and includes phase descriptions and case studies. view »
CFAR Inc.
This paper gives an overview of CFAR's Campaign Approach to Change and includes phase descriptions and case studies. view »
Thomas Gilmore

Chapter 10 in "Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully". New York: Authors Choice Press, 2003, pp. 146 - 161.

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Thomas Gilmore
Presented at International Society for the Psychoanalytic Study of Organizations Symposium, Boston, June 2003 view »
Chatham Sullivan
Chapter 23 in Section 6: Creative Approaches to Developing Leaders -- Pushing the Boundary in Noel, James (Jim) and David Dotlich (eds.). The 2008 Pfeiffer Annual: Leadership Development. San Francisco: Pfeiffer, 2008, pp. 251 -- 260. view »
Thomas Gilmore
Leaders are increasingly experiencing themselves as middles and the behavioral implications are different for those in that position. This paper looks at middles in three dimensions: organizationally, historically in time, and in the value chain. view »
CFAR Inc.
The campaign approach to change mobilizes people around a strategic theme and builds on energy already in the system. A central challenge to sweeping people into a campaign is getting their attention amid a barrage of competing concerns. This briefing note looks at ways to bring people on board and reviews some of the tools that CFAR uses to do this. view »
CFAR Inc.
This briefing note looks at the two meanings of "small wins" and gives examples of each. view »
CFAR Inc.
Below are some small “L” leadership skills that can help with transitions at many levels: a new colleague joining a work group, a new unit leader, or even the CEO of the enterprise. view »
CFAR Inc.
In this briefing note, we describe small leadership behaviors. They can begin locally in one's role and groups and when sustained they can create 'small wins' that can make a significant difference to the climate of a work group. view »
CFAR Inc.
PowerPoint has become a pervasive form of organizational communication in both internal and external presentations. This briefing note looks at several alternative strategies that CFAR has developed for working with PowerPoint decks that result in more collaborative setting of the agenda for the time spent together. view »
CFAR Inc.
As organizations face increasingly complex and fast-changing environments, they typically specialize and differentiate units in order to focus on a particular function. The challenge in organizations is to link the knowledge and worldview in different units in the service of a product or service, creating a productive pair. This note looks at the different characteristics of productive pairs and how they can be fostered. view »
CFAR Inc.
There are a variety of ways to create communication and dialog among consultants, with much to be gained by clients. In the course of our work we have come to develop a variety of strategies for better leveraging and coordinating consulting resources. This briefing note looks at three approaches aimed at helping consultants and clients think about the best ways to capitalize on the investments being made. view »
CFAR Inc.
A "found pilot" is a project, practice or event in which the future is already beginning to show up and are essential to campaigns for change. In this briefing note, we explore the idea of found pilots at different stages of a campaign. view »
CFAR Inc.
Upon your appointment, everyone needs to see you yesterday and often they and observers will over interpret the meaning of the order in which you attend to various constituencies. This note offers some advice for the early stages of one’s leadership especially on ways to leverage one’s scarce time. view »
CFAR Inc.
Executive retreats must be carefully designed and linked to the particular organization and people. Through our experience, we have designed and monitored many such processes. CFAR has come to see certain principles that may aid others in developing a retreat for their organization that will deliver on the hopes and the objectives of participants. view »
CFAR Inc.
To build a learning organization, executives and managers must institutionalize a specific set of practices. Included in this briefing note is a list of some of the systems/practices and we briefly touch on certain important elements of each. view »
CFAR Inc.
This describes the process used to try out an influence encounter with an important stakeholder. This process is valuable as preparation for being more effective in influencing a key stakeholder. It also can surface concretely strategic choices. view »
CFAR Inc.
Top teams sit on the boundary between a fast-changing wider world and a complex internal organization. We know that any two-person relationship under stress will often "triangle" in a third party. This briefing note looks at some approaches to dealing with triangles. view »
CFAR Inc.
This briefing note outlines some strategies, to be used selectively and in moderation, for vitalizing meetings and increasing the presentness and mindfulness of all who are attending. view »
CFAR Inc.
Campaigns work particularly well in universities, health systems, professional service organizations and other "loosely-coupled" systems. In this briefing note we explore a "campaign" approach to organizational change and look at the four key elements of a "campaign". view »
CFAR Inc.
We know that under conditions of uncertainty many leaders are stimulated to pull more issues in closer to them rather than push them out, and to get others to "worry" them towards some resolution. A key skill of the "new leadership" is greater comfort with not being in control. This briefing note looks at some of the downsides to keeping control of delegated issues. view »
CFAR Inc.
The following note offers an overview of the challenges of sequencing these intertwined issues, and the imperative that they be thought of in a woven, recursive way across time rather than a simplistic, linear sequence. view »
CFAR Inc.
This briefing note examines key principles of successful action learning projects. view »
CFAR Inc.
This paper examines some basic assumptions about adult learning. view »
Larry Hirschhorn
A challenge faced in envisioning a goal is the difficulty imagining the conditions that have to be true in the future if the goal is to be met. How can we fully envision the texture of such a future state? What are the conditions that need to be in place in order to accomplish the goal? The backcast helps guide in building a detailed action plan that illuminates obstacles and details accomplishments and the steps needed to achieve them. Published in OD Practitioner, Vol. 29, No. 4, Fall 2007. view »
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