Healthcare Leadership in the Clinical

Healthcare Leadership in the Clinical Audit Unit

HEALTHCARE LEADERSHIP AND STRATEGY IN THE CLINICAL AUDIT UNIT FOR HEALTHCARE

The objective of this work is to focus on the importance of leadership strategy in a Clinical Audit Unit within the Department of Health and Medical Services. The clinical audit unit responsibility is for all the private healthcare sectors in a given area, and in this case includes more than 1800 facilities (hospitals, healthcare centers, clinics, etc.) The focus of this work is to answer the question: "How do you think a course of leadership and strategy can be important for your current work and future career development?"

The responsibilities of leadership and the strategies the leader must have knowledge of cannot be effectively learned 'impromptu' or experientially. The only sure method of assuring one has sufficient knowledge of leadership strategies and skills is to intentionally become educated in this area. Head of the Clinical Audit Unit, a unit responsible for compliance in healthcare practice standards must necessarily ensure that they are armed with knowledge in leadership in order to effectively lead toward excellence.

I. Transitions in Organizations - How Long Does it Take?

The work of Michael Watkins (2003) entitled: "The First 90 Days - Critical Success Strategies for New Leaders at all Levels" states that the 'breakeven point' is the point at which: "...new leaders have contributed as much value to their new organizations as they have consumed from it." In fact, according to Watkins when 210 CEOs and presidents of 210 companies were polled as to how much time they estimated it took for a typical midlevel manager to reach what is termed the 'breakeven point' the answer given was an average of 6.2 months.

II. Planned Change

Planned change must have several critically important elements that provide support for leadership in the initiative of making change within the organization. The first of these elements is "awareness" which speaks of every individual who is involved in the change process either being or becoming aware of the necessity of that change. Secondly, the leadership requires the element of vision that is both "compelling" and that has a "solid strategy" as its base. Furthermore a 'Plan' is required and one that shows the leaders expertise in a plan that is detailed in its formulation. Finally, the leader will require "Support" and that the support is of the nature of a "sufficiently powerful coalition" in order to provide enough support for the plan of change to be implemented. According to the work of Watkins (2003) should any of the foregoing five conditions not be met the planned change might very well fail. For example in the organization that is characterized by a group of individuals who are not convinced whatsoever; or are in "complete denial" that the changes purported by leadership as necessary are valid, then the leader 'must' attempt to "create a compelling vision and strategy" or in the alternative the leader must "...develop a solid cross-functional implementation plan, or create a coalition" that will render support to the changes that must necessarily come about within the organization. Watson labeled this the "collective learning" process that brings the organization to the point of realization necessary to bring about the needed changes under a collective agreement. In order to accomplish this the leader is faced with the large task of bringing about behavior change within the organization which in actuality is a transition in the function of the group in terms of "structure, processes, skills" (Ibid)and "...above all - its situation." (Ibid)

II. Leadership Strategy for Transition or Change

Watkins proposes 'Five Fundamental Propositions' in his work and the first is which that the "root causes of transition failure always lie in a pernicious interaction between the situation, with its opportunities and pitfalls, and the individuals with his or her strengths and vulnerabilities." Or otherwise stated no superheroes exist and the leadership is not a complete failure but the combination of the two determine the direction of the organization. The second proposition is that "there are systematic methods that leaders can employ to both lessen the likelihood of failure and reach the breakeven point faster." (2003) There are however proven and reliable methods that leaders must use to ensure success or at least minimize possibilities leading to failure. Third Watkins proposes that "overriding goal in a transition is to build momentum by creating virtuous cycles that build credibility and by avoiding getting caught in vicious cycles that damage credibility. This is easily comprehended as it is only reasonable. The "Fourth Proposition" is one which states that: "transitions are a crucible for leadership development and should be managed according "(2003) Realization of the weight held by the outcome in the situation is important for the leader. The Fifth and final proposition of Watkins is that "adoption of a standard framework for accelerating transitions can yield only big returns for organizations."

Summary & Conclusion