Skip to main content

Emerging Challenges for Healthcare Leadership course descriptions

Management Essentials in Healthcare Organizations (3 credits)
Jean-Marc Choukroun, PhD 

Organizations have their own histories, their own structures and their own internal cultures. They operate within specific environments, must meet specific performance requirements, and all function within a larger economic, social, political and legal context. These many internal and external factors interact with one another to create the organizational dynamics that, in turn, largely determine the ways work gets done.

This course is designed to introduce participants to the factors that determine and shape the dynamics of the modern workplace. This will be done from a senior management perspective in order to provide insights into what motivates and drives senior management decisions.

Planning in Uncertain and Complex Healthcare Initiatives (3 credits)
Keith Hornbacher, MBA 

Course purpose: Adapt your initiatives to rapid change with better chances of success. Complexity and uncertainty confound confidence. The future of healthcare initiatives is dynamic and full of unknowns – ranging from threats to opportunities.

Learning objectives in this course are to:

  • Recognize obstacles to handling uncertainty and risk.
  • Mobilize teams to deploy non-deterministic next practices.
  • Adopt probabilistic methods to planning in dynamic environments.
  • Simulate future outcomes from input variables.
  • Overcome impediments to establishing trust while working virtually in Zoom.
  • Renew and sustain organizational effectiveness.

Managing Projects in Healthcare Organizations (3 credits)
Jean-Marc Choukroun, PhD 

This course provides an overview of the concepts, procedures and fundamental processes of project management. Participants are introduced to the principles, tools and techniques of project management within an integrative framework. The course emphasizes that projects are the primary means by which organizations implement key initiatives, particularly when they are strategically significant to the organization.

The course takes the perspective that effective project management requires a broad range of leadership competencies and technical skills.

Strategy & Planning in Healthcare Organizations (3 credits)
Jean-Marc Choukroun, PhD 

This course provides an overview of the concepts, procedures and fundamental processes of strategic planning. Participants are introduced to several planning models and to the principles, tools and techniques associated with them within an integrative framework.

The course emphasizes that strategic plans are the vehicles by which organizations execute their strategy. As such, they are essential for organizations to map their way forward, but, at the same time, they need to adapt and respond to changes in the organization’s environment. In that sense, strategic planning is an on-going process in which strategies and their associated plans are constantly tested against reality and revised accordingly.

Change Program Planning for Healthcare (3 credits)
Joel Adler, PhD

Major transformational changes in the U.S. healthcare sector to deliver improved patient healthcare have been largely ineffective.

This course will provide a comprehensive approach to program planning designed to improve their success rate. The approach is based on four principles:

  1. A holistic approach to planning, i.e. a sufficiently broad view of system inter-relationships is considered when assessing the impact of change.
  2. A sufficiently varied and diverse stakeholder participation in planning and plan adjustments as the program proceeds.
  3. A full planning cycle supported with seamless information flows that follows program activities through all planning stages, i.e. initial conception, strategy formulation, tactical planning, program justification, implementation planning, program execution, program evaluation and program replanning.
  4. That program risk is actively addressed both qualitatively and quantitatively. The course begins with study of a leading Theory of Change. It follows with the study of a method for Full Cycle Comprehensive Program Planning with Risk Analysis.

The course concludes with student teams applying that method to a designed case-study class project. That exercise will challenge students to:

  • Identify innovative changes needed to confront uncertain or complex environments.
  • Structure evidence-based action plans for feasible change at acceptable levels of risk.
  • Coordinate continuity between planning stages.
  • Minimize unintended consequences.
  • Combine domain experts’ judgement with quantitative analytics.
  • Establish a common frame of reference for all program stakeholders.

Interdisciplinary/Transdisciplinary Value Creation in Healthcare (3 credits)
Joel Adler, PhD

There are holistic thinking concepts that are applicable to meeting the challenge of value creation in healthcare. These include complexity theory, systems thinking, metareasoning and most importantly, action research and transdisciplinarity.

  1. Action research because solutions to suddenly appearing threats cannot be delayed by waiting for a preliminary stage of research to end before the launch of successive stages can begin.
  2. Transdisciplinary because “action research partners” who are traditionally viewed as being from scientifically independent disciplines with their own bodies of knowledge (biology, behavior, political, engineering, economics, management, communications…) will either need to collaborate in interdisciplinary partnerships or if new, knowledge creation results in transdisciplinary partnerships to ultimately deploy timely solutions.

To ready healthcare professionals for these partnerships the objective of this seminar is to develop student capabilities to:

a. extend their own disciplines into other disciplines, and to
b. subsequently participate in transdisciplinary knowledge creation.