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 »
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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CFAR Inc.
Georgetown University’s Vice President of Research wanted to increase faculty research capabilities by building an applied research institute that would integrate research faculty with other faculty in a multi-disciplinary undertaking that would link large-scale modeling and use of big data to provide unique insights into topics like public health and food security.
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 »
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 »
Nancy Drozdow
This article lifts up some of the critical "softer side" governance issues in light of the Sarbanes-Oxley Act and compliance. The Legal Intelligencer, Corporate Governance Special Supplement, November 20, 2006, pp. CG4, CG7. 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 offers pharmaceutical organizations several data-based tools that help pharmaceutical leaders optimize the collaborations they have formed to improve the drug discovery process. This piece gives a brief overview of several of these tools. 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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Larry Hirschhorn, Thomas Gilmore, Michael Kelly
This article describes our understanding of higher education institutions in sharp contrast to for-profit corporations. We emphasize the "loosely coupled" structure of a university, its "church-state" character, and the subunits that amplify this structure and character in ways that pose unique challenges to leadership. We also briefly review some significant pressures that colleges and universities face and describe a number of leadership strategies. 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 »
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 »
Jessica Geiben Lynn
This article examines the case of Jim Wagner who was named interim president of Case Western Reserve University when the previous president resigned suddenly. A list of the characteristics of a successful interim president, based on his experience and on the stories of other interim leaders is included. 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.
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.
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.
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.
This briefing note outlines the challenges inherent in following a founder. 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 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.
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.
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.
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 »
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