Managing the Myths of Health Care Bridging the Separations between Care, Cure, Control, and Community.

Description based upon print version of record.

Includes bibliographies and index.

Cover; Title Page; Copyright; Contents; Overview; This Book in Brief; Yet Again?; Management? or management?; A Few Cautions; Part I: Myths; 1. Myth #1 We have a system of health care; 2. Myth #2 The system of health care is failing; Suffering from Success; More for Less?; 3. Myth #3 Health care institutions, not to mention the whole system, can be fixed with more heroic leadership; The Position of Heroic Leadership; The Person as Heroic Leader; The Quest for a Regular Leader; 4. Myth #4 The health care system can be fixed with more administrative engineering; Fads, Fallacies, and Foolishness

Re-engineering the Health Care FactoryWhen in Doubt, Reorganize; Use Pretend Markets When You Can't Get Away with Real Ones; Merge Like Mad; The Myth of Scale; Keeping the Baby; 5. Myth #5 The health care system can be fixed with more categorizing and commodifying to facilitate more calculating; Categorization for Commodification for Calculation; Beyond, Across, and Beneath the Categories; Some Myths of Measurement; Analyst, Analyze Thyself; 6. Myth #6 The health care system can be fixed with increased competition; Is American Competition the Model?

Porter and Teisberg on the "Right Kind" of CompetitionDoes Competition Necessarily Foster Innovation?; Is This Really About Competition?; The Cost of Competition; Cooperation, Not Individualization; 7. Myth #7 Health care organizations can be fixed by managing them more like businesses; Herzlinger on this Business of Health Care; When Being a Business Is Bad for our Health Care; When Acting Like a Business is hardly Better; Health Care as a Calling; Summing Up the Fixes; 8. Myths #8 AND #9 Overall, health care is rightly left to the private sector, for the sake of efficiency and choice

Overall, health care is rightly controlled by the public sector, for the sake of equality and economyThe Great Divide?; Beyond Crude and Crass; Welcome to the Plural Sector for the Sake of Quality and Engagement; Plural Ownership and the Commons; Plural, Public, or Private?; Engagement and Communityship in the Plural Sector; Disengagement in the Plural Sector; Part II: ORGANIZING; 9. Differentiating; The Specialized Players of Health Care; The Quadrants of Health Care; The Practices of Health Care; 10. Separating; Curtains across the Practices; Sheets over the Patients

Walls and Floors between the Administrators11. Integrating; Mind the Gaps; The Mechanisms of Coordination; Forms of Organizing; Part III: Refr Aming; 12. Reframing Management As distributed beyond the "top"; 13. Reframing Strategy As venturing, not planning; 14. Reframing Organization As collaboration transcending competition, culture transcending control, communityship transcending leadership; Enough of the Separations; Enough of the Controls; Enough of the Obsession with Leadership; Enough of all that Competition; Toward Collaboration; Toward Communityship

Culture for Collaboration and Communityship

COPYRIGHT NOT covered - Click this link to request copyright permission:

https://lib.ciu.edu/copyright-request-form