Description
Book SynopsisThe global pandemic taught numerous lessonsâthe most important one: When healthcare executives make good decisions, little else matters. When they refuse to make decisions or show a pattern of making bad ones, nothing else matters. Healthcare executives should hear this as a clarion call that awakened us all to the fact that we can no longer afford the short-sighted luxury of considering decision-making a passive, pristine process. Itâs not. Itâs messy. How did we fall into the trap of thinking of healthcare organizations in philosophical instead of pragmatic terms? Maybe when high-level executives started shying away from the difficult decisions, preferring to think of their organizations in abstract, ethereal terms that some like to call âœculture.â We fare better when executives realize they create the climate of a healthcare organization through a series of daunting decisionsâdecisions that sometimes force tradeoffsâsometimes untidy, but ultimately advantageous tradeoffs.
