Quantum Leadership: Short Paper 1
Quantum Leadership: Short Paper 1
With the rapid shift into the technological age, today’s leaders must adapt and accommodate to new and innovative ways of thinking. No longer is the traditional linear process the guiding algorithm for systems management. Quantum theory and quantum leaders must now look at today’s world through the lens of relational and whole systems models (Porter-O’Grady & Malloch, 2011.) Excelling in the midst of major social transformation requires leaders to embrace the fact that changes are inevitable and unavoidable. Key principles in the quantum age include knowing that structure is about wholes not parts, work is only valuable in the context of fulfilling its purpose, technology has forever changed the landscape of the work environment, and leaders must be adaptable and flexible. New skills and insight can, in fact, be learned and quantum leaders will need to be able to feel the excitement of change and catalyze others to rally behind them in the journey of discovery and advancement (Porter-O’Grady & Malloch, 2011.)
Although there are several guiding principles for quantum leaders in this new age, one in particular stands out as it applies to the healthcare setting. That is, that all health care is local. “Point of service drives about 90 percent of the decision making in a healthy and effective system” (Porter-O’Grady & Malloch, 2011, p. 52.) Healthcare is a service setting in which the structure of the system should be closely evaluated to make sure that there is no more structure in place than that which is minimally needed. If there is too much structure, resources are taken to sustain that structure and not the services being provided. One way to allow for this reduction in structure is to allow more decision making at the level of care. By allowing staff at the service level to have joint decision making authority, partnership, accountability, equity and...