Forces of Change – New Strategies for the Evolving Health Care Marketplace

<p>Editor s Preface vii<br /> David A. Shore, Harvard School of Public Health</p>
<p>Acknowledgments xiii</p>
<p>The Editor xv</p>
<p>The Contributors xvii</p>
<p>Part One: Can We Get Better? 1</p>
<p>1 Framing the Forces of Change 3<br /> David A. Shore</p>
<p>2 The Market Dynamics of Health Care 21<br /> Eric D. Kupferberg, Northeastern University, Harvard School of Public Health</p>
<p>3 Transformational Leadership: The Key to Success 35<br /> Michael J. Dowling, North Shore LIJ Health System, Harvard School of Public Health</p>
<p>Part Two: The Elements of Change 49</p>
<p>4 Employee Engagement and the Transformation of the Health Care Industry 51<br /> Max Caldwell, Towers Watson</p>
<p>5 Patient Safety in the Era of Health Care Reform 67<br /> Lucian Leape, Harvard School of Public Health</p>
<p>6 Health Care Reform and Technological Innovation 85<br /> David Shoultz, Philips Electronics</p>
<p>7 Health Care IT: A Critical Enabler for Health Care Transformation 101<br /> John P. Glaser, Siemens Healthcare</p>
<p>8 Health Care IT: A Reality Check 115<br /> Ashish K. Jha, Harvard School of Public Health</p>
<p>9 A Systematic Solution: Integrated Health Care Management 129<br /> Jeff Margolis, The TriZetto Group</p>
<p>Part Three: Reshaping the Organization 147</p>
<p>10 Stakeholder Interactions: Can We Transform Bad Behavior? 149<br /> Eric D. Kupferberg</p>
<p>11 The Trust Prescription: How Health Care Organizations Can Win the Confidence and Compliance of Their Key Stakeholders 169<br /> David A. Shore</p>
<p>12 A Winning Brand: Leveraging the Power of Intangible Assets 191<br /> David A. Shore</p>
<p>13 Implementing Health Care Change through Projects 211<br /> David A. Shore</p>
<p>Endnotes 229</p>
<p>Index 253</p>