Topics
In addition to the pre-reading materials provided, this is a list of topics that we will cover over the three-day program during the instructor led sessions. Because of the limited amount of time available to cover all these topics, please read the following resources in order to complete the short responses for your summary report.
1. Elevator Pitch
Student Introductions
Each student will give a 30 to 60 second Elevator Pitch (a brief, persuasive speech that sparks interest in your professional brand) while their introduction slide is displayed on the screen.
Definition
“An elevator pitch is a brief, persuasive speech that you use to spark interest in what your organization does. You can also use them to create interest in a project, idea, or product–or in yourself. A good elevator pitch should last no longer than a short elevator ride, hence the name.”
Keep It Short and Sweet
Your elevator speech is a sales pitch. Be sure you can deliver your message in 60 seconds or less.
Focus on the Essentials
Say who you are, what you do, and what you want to achieve.
Be Positive and Persuasive
Your time is limited. Focus on what you want to do, not what you don’t want to do. Be upbeat and flexible.
Practice, Practice, Practice
Deliver your speech to a friend or record it, so that you can be sure that your message is clear.
How to Give an Elevator Pitch (With Examples) by Indeed
2. Five Curricular Themes
The USC Executive Master of Health Administration program (EMHA) features an integrated thematic approach focusing on five curricular themes related to accountability in health services organizations. The program is uniquely designed to focus on the academic and leadership imperatives that enable highly talented mid-career professionals to excel in our rapidly changing health care delivery environment.
1. Innovative Leadership Through Transformational Times
Developing executives who anticipate health care delivery system changes and create strategies to take advantage of these opportunities to maximize organizational potential.
2. Cost-Effective Care in Era of Value-Based Purchasing
Developing a cognitive and intuitive understanding of the fundamental factors driving health care delivery system evolution (cost and effectiveness) and how organizations can evolve aligning with these objectives.
3. Efficient Management and Administration
Translating the fundamental factors of cost and effectiveness in the internal operations of the organization to improve productivity, clinical outcomes and patient experience.
4. Patient Safety and Quality of Care
Operationalizing outcomes that matter to payers, organizations and clinicians.
5. Organizational and Clinical Effectiveness Through Information Systems
Demonstrating how health information technology systems provide a foundation for the organization’s strategic growth.
3. 12 Ethical Principles for Business Executives
Ethical values, translated into active language establishing standards or rules describing the kind of behavior an ethical person should and should not engage in, are ethical principles. The following list of principles incorporate the characteristics and values that most people associate with ethical behavior.
1. Honesty
Ethical executives are honest and truthful in all their dealings and they do not deliberately mislead or deceive others by misrepresentations, overstatements, partial truths, selective omissions, or any other means.
2. Integrity
Ethical executives demonstrate personal integrity and the courage of their convictions by doing what they think is right even when there is great pressure to do otherwise; they are principled, honorable and upright; they will fight for their beliefs. They will not sacrifice principle for expediency, be hypocritical, or unscrupulous.
3. Promise-keeping & Trustworthiness
Ethical executives are worthy of trust. They are candid and forthcoming in supplying relevant information and correcting misapprehensions of fact, and they make every reasonable effort to fulfill the letter and spirit of their promises and commitments. They do not interpret agreements in an unreasonably technical or legalistic manner in order to rationalize non-compliance or create justifications for escaping their commitments.
4. Loyalty
Ethical executives are worthy of trust, demonstrate fidelity and loyalty to persons and institutions by friendship in adversity, support and devotion to duty; they do not use or disclose information learned in confidence for personal advantage. They safeguard the ability to make independent professional judgments by scrupulously avoiding undue influences and conflicts of interest. They are loyal to their companies and colleagues and if they decide to accept other employment, they provide reasonable notice, respect the proprietary information of their former employer, and refuse to engage in any activities that take undue advantage of their previous positions.
5. Fairness
Ethical executives and fair and just in all dealings; they do not exercise power arbitrarily, and do not use overreaching nor indecent means to gain or maintain any advantage nor take undue advantage of another’s mistakes or difficulties. Fair persons manifest a commitment to justice, the equal treatment of individuals, tolerance for and acceptance of diversity, the they are open-minded; they are willing to admit they are wrong and, where appropriate, change their positions and beliefs.
6. Concern for Others
Ethical executives are caring, compassionate, benevolent and kind; they like the Golden Rule, help those in need, and seek to accomplish their business objectives in a manner that causes the least harm and the greatest positive good.
7. Respect for Others
Ethical executives demonstrate respect for the human dignity, autonomy, privacy, rights, and interests of all those who have a stake in their decisions; they are courteous and treat all people with equal respect and dignity regardless of sex, race or national origin.
8. Law Abiding
Ethical executives abide by laws, rules and regulations relating to their business activities.
9. Commitment to Excellence
Ethical executives pursue excellence in performing their duties, are well informed and prepared, and constantly endeavor to increase their proficiency in all areas of responsibility.
10. Leadership
Ethical executives are conscious of the responsibilities and opportunities of their position of leadership and seek to be positive ethical role models by their own conduct and by helping to create an environment in which principled reasoning and ethical decision making are highly prized.
11. Reputation & Morale
Ethical executives seek to protect and build the company’s good reputation and the morale of its employees by engaging in no conduct that might undermine respect and by taking whatever actions are necessary to correct or prevent inappropriate conduct of others.
12. Accountability
Ethical executives acknowledge and accept personal accountability for the ethical quality of their decisions and omissions to themselves, their colleagues, their companies, and their communities.
4. Mindfulness
USC is proactively committed to creating a culture of wellbeing by encouraging mindfulness practices to increase attentiveness as we develop our ability to collaborate and lead healthy organizations. We will only have time to briefly discuss this work, but I encourage you to visit the website and download the free app to your phone. We will be less concerned with meditation techniques and more about being, “AWAKE to know what is happening right now in the changing flow of experience, OPEN and receptive to what is happening right now, and KIND to respond with self-compassion to whatever arises.”
5. Implicit Bias & Microaggressions
Killing Me Softly
LaVonna B. Lewis, PhD, MPH
Take the Implicit Association Test (IAT) on slide 7 and reflect on how you may develop as a professional.
Summary
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Implicit bias does not always predict biased action
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Different interventions have diverse results
Certain factors may increase the likelihood of biased action
We still know little about their overall effectiveness and long-term effects
Interventions can reduce implicit bias and biased behavior
All of the above can also be applied to microaggressions
6. Professional Certification in Healthcare
CEO/COO
Fellow of the American College of Healthcare Executives (FACHE)
CFO
Certified Healthcare Financial Professional (CHFP)
Fellow of the Healthcare Financial Management Association (FHFMA)
CIO
Certified Professional in Healthcare Information Management Systems (CPHIMS)
Fellow of the Healthcare Information and Management Systems Society (FHIMSS)
Other
Certified Professional in Healthcare Quality (CPHQ)
Certified Medical Practice Executive (CMPE) – American College of Medical Practice Executives
Fellow, MGMA
Senior Professional in Human Resources (SHRM)
Lean Six Sigma
7. Cultural Humility in Healthcare
Cultural Humility
Stan Augustine, Facilitator
Definition
The ability to maintain an interpersonal stance that is other-oriented (or open to the other) in relation to aspects of cultural identity that are most important to the [person] (American Psychological Association, 2017)
Daily
Lifelong commitment to self-evaluation and self-critique
Advocate
Fix power imbalances
System
Develop partnerships with people and groups who advocate for others
Watch the Cultural Humility Video below (about 30 Minutes) and take notes for your final program report. Consider how this film reflects on the impact in healthcare caused by the police brutality against the unarmed Rodney King in 1991. Think about how our society and healthcare system will be forever changed by the killing of George Floyd in May 2020 by a white police officer who knelt on his neck for almost nine minutes while Floyd was handcuffed and lying face down on the street as Floyd begged for his life and repeatedly said “I can’t breathe.”
“Cultural Humility: People, Principles and Practices,” is a 30-minute documentary by San Francisco State professor Vivian Chávez, that mixes poetry with music, interviews, archival footage, and images of community, nature and dance to explain what Cultural Humility is and why we need it. The film describes a set of principles that guide the thinking, behavior and actions of individuals and institutions to positively affect interpersonal relationships as well as systems change.
More than a concept, Cultural Humility is a process of communal reflection to analyze the root causes of suffering and create a broader, more inclusive view of the world. Originally developed by Doctors Melanie Tervalon and Jann Murray-Garcia (1998) to address health disparities and institutional inequities in medicine, Cultural Humility is now used in public health, social work, education, and non-profit management. It is a daily practice for people who deal with hierarchical relationships, changing organizational policy and building relationships based on trust.
The film tells stories of successes and challenges, and the road in between for those working to develop partnerships among community members, practitioners and academics. It encourages us to realize our power, privilege and prejudices, and be willing to accept that acquired education and credentials alone are insufficient to address social inequality. The first segment introduces Cultural Humility and features interviews with Melanie Tervalon and Jann Murray-Garcia. The second clip offers the context and setting, poetry readings by San Francisco State public health students and an analysis of privilege and power. The third segment is about Community Based Participatory Research and Education; it features the work of the Chinese Progressive Association academic partners and critical educators/students. The last segment brings closure with a reflection on peace, embodied images of nature and a quote by Audre Lorde.“
M. Tervalon, J. Murray-Garcia (1998). Cultural humility versus cultural competence: a critical distinction in defining physician training outcomes in multicultural education, Journal of health care for the poor and underserved, Vol. 9, No. 2. (May 1998), pp. 117-125.
Review the Cultural Humility Planning & Practice material starting on slide 10 of the PowerPoint and reflect on how you may apply this work in your organization.
8. SWOT Analysis
SWOT stands for Strengths, Weaknesses, Opportunities, and Threats and it represents a management technique to create an effective strategy for your organization.
5 Rules To Live By When Doing SWOT Analysis
“When you’re looking at the pile of data you gathered in the very first step of SWOT analysis in healthcare, it can be easy to lose sight of the overall framework. When you’re in the midst of step two, keep these rules in mind:
1. Be Specific
Your SWOT will drive all strategic decisions, so avoid vague or unclear statements. For example, saying your hospital’s strength is fundraising is too ambiguous. But if you were to say your strength was fundraising $10 million annually, primarily through major gifts, the specificity makes it easier to form strategy around.
2. Be Objective
Get feedback from other stakeholders and subject matter experts. These could be outside consultants, cross-functional support staff, or even internal research team members. Their input will help provide accuracy and objectivity.
3. Be Realistic
Especially as you evaluate your internal strengths and weaknesses, be realistic and set aside any biases based on your personal experience or knowledge. The output of this SWOT analysis will help drive your organization forward, so don’t include information that won’t be useful or is outside your scope of capabilities.
4. Apply Context
Differentiate between your organization’s current state and where you want to be in the future. Focus your strengths and weaknesses on where you are now, and opportunities and threats on where you can be
5. Keep It Simple
Avoid over analysis or unnecessary complexity—that just makes it harder to analyze the information. Create straightforward, simple SWOT statements that will neatly plug into your matrix.”
9. Roberts Rule of Order
As healthcare executives, you need to know how to effectively run committee and board meetings in a professional manner.
“Robert’s Rules of Order is a manual of parliamentary procedure that governs most organizations with boards of directors. In 1876, Henry Martyn Robert adapted the rules and practices of Congress to the needs of non-legislative bodies and wrote them in his book, which is still in use today.”
Robert’s Rules of Order Cheat Sheet for Nonprofits – Board Effect
10. Triple Aim and Quadruple Aim
As healthcare executives, you must have a general understanding of these important concepts. “The term “Triple Aim” refers to the simultaneous pursuit of improving the patient experience of care, improving the health of populations, and reducing the per capita cost of health care. Note that the Triple Aim is a single aim with three dimensions.
For some organizations, the “Quadruple Aim” adds a fourth aim such as attaining joy in work or pursuing health equity.
11. High Reliability Organizations (HROs)
“A high reliability organization (HRO) is an organization that has succeeded in avoiding catastrophes in an environment where normal accidents can be expected due to risk factors and complexity.” A Framework for High-Reliability Organizations in Healthcare.
There are five characteristics of HROs that have been identified as responsible for the “mindfulness” that keeps them working well when facing unexpected situations.
Preoccupation with failure
HROs treat anomalies as symptoms of a problem with the system. The latent organizational weaknesses that contribute to small errors can also contribute to larger problems, so errors are reported promptly so problems can be found and fixed.
Reluctance to simplify interpretations
HROs take deliberate steps to comprehensively understand the work environment as well as a specific situation. They are cognizant that the operating environment is very complex, so they look across system boundaries to determine the path of problems (where they started, where they may end up) and value a diversity of experience and opinions.
Sensitivity to operations
HROs are continuously sensitive to unexpected changed conditions. They monitor the systems’ safety and security barriers and controls to ensure they remain in place and operate as intended. Situational awareness is extremely important to HROs.
Commitment to resilience
HROs develop the capability to detect, contain, and recover from errors. Errors will happen, but HROs are not paralyzed by them.
Deference to expertise
HROs follow typical communication hierarchy during routine operations, but defer to the person with the expertise to solve the problem during upset conditions. During a crisis, decisions are made at the front line and authority migrates to the person who can solve the problem, regardless of their hierarchical rank.
12. Emerging Leadership Approaches
