Adaptive Leadership

The New Paradigm for Health Care Training 

Introduction to Adaptive Leadership featuring Jay Bhatt, D.O, Senior Vice President and Chief Medical Officer, American Hospital Association, President, Health Research & Educational Trust - Chicago, IL

Jay Bhatt

This podcast discusses HRET’s Adaptive Leadership for Medicine training physicians and administrators can attend to develop insights and resilience needed to lead change when facing complex systemic problems in uncertain times at their organization. Attendees participate in interactive exercises and share their own experiences in a case by case setting. Listen to Dr. Jay Bhatt, President of HRET, discuss this exciting opportunity.

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Adaptive Leadership featuring David Ryerse, CEO, Daniels Memorial Healthcare Center - Scobey, MT 

David Ryerse

We hadn’t been getting the feedback we needed on administrative rounding. People weren’t comfortable telling us everything so we took an adaptive leadership approach looking at individuals and process, applying diagnostic root cause pieces to dig up what’s happening in each department, our facility and perceptions that were getting in the way. Part of that diagnostic work was considering underlying causes – sometimes not clinical at all but personality conflicts – and identifying how we develop staff with coordination and teamwork skills, working with people with whom they may not want to work. Through the adaptive leadership process, we have staff step back to think how their role – what they do day-to-day – impacts our organizational mission. Today, we have a much more active, more engaged staff and get real-time results. 

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Adaptive Leadership featuring Ward VanWichen, CEO Philips County Hospital - Malta, MT 

Ward VanWichen

While everyone in health care is trying to reach the same goal, and that goal is always to better care for our patients and communities – my observation as both a clinician and administrator is that timelines drive a lot of frustration. Clinically, things move pretty quickly, but administratively the necessary practices and processes make those timelines longer. Adaptive leadership skills helped our organization overcome some of the negativity tied to that frustration. It gave us the skills to shift perspective as a team and go beyond regular communications which hadn’t been enough. Fundamentally, we all approach challenges and concerns assuming positive intent, pausing to look at others’ perspective, be diagnostic to better assess, interpret and intervene and perhaps most important, take care of ourselves and help each other do that. 

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