Transforming healthcare: a study in practical wisdom

Abstract

Purpose

Ascension Health has developed a leadership formation program and decision‐making process specifically designed to tap into the inner spiritual strengths of its religiously pluralistic workforce in order to foster leadership that is more effective in initiating organizational cultural changes necessary for making successful quality improvements vital for the transformation of healthcare. This paper aims to focus on this initiative.

Design/methodology/approach

The paper is a case study, describing how Ascension Health designed a quantified measurement tool used to test the degree to which key characteristics of its mission, vision and values are implemented in its policies, practices and outcomes. Applying principles of decision‐making theory from Lonergan, Harrison and Nutt, Ascension Health also created an organizational discernment process designed to habitualize best practices of decision making that support the organization's mission and transformational goals.

Findings

The authors describe how their organization's interventions have strengthened the practical wisdom of its leaders, helping it to improve on its faith‐based mission and transformational goals. Case examples are included to illustrate the transformational effects of these interventions.

Practical implications

Applying formation practices that engage a spiritually diverse workforce and adopting disciplined processes of decision making can be adapted to any complex organization willing to dedicate itself to the inner transformation, participation and empowerment of its leaders and associates.

Originality/value

The formation program, decision‐making approach and measurement tool are all original. Business leaders and leadership development programs will find the experience of Ascension Health to be a valuable reference for their own organizational change initiatives.

Citation

Brinkmann, B. and O'Brien, D. (2010), "Transforming healthcare: a study in practical wisdom", Journal of Management Development, Vol. 29 No. 7/8, pp. 652-659. https://doi.org/10.1108/02621711011059086