Reliability between nurse managers: the key to the high-reliability organization

Flawless execution rests in the hands of nurse managers. No one can work alone in health care any more. We are interdependent and know that the best outcomes happen when practices are organized around collegial supportive structures rather than autonomous competitive units. We are only as strong as our weakest link. If all managers see the big picture and look beyond their units for what is right for the common good, we will achieve high-reliability organizations in health care. In turn health care organizations will become very safe places to operate. Shared governance structures for nurse managers are the perfect vehicle to develop collaborative organizations and flawless execution, and to adopt high-reliability organization principles.     

Beyond busyness: creating slack in the organization

Human beings are not machines. The patient safety literature documents the price we pay for excessive overtime, long hours, and no breaks. Disengaged staff, high vacancy rates, and turnover are the products of cultures that do not support a professional environment where nurses are seen as knowledge workers. At his retirement dinner, a factory worker accepted accolades for his years of dedicated service. In his farewell speech, he noted that for 40 years the factory used his hands but never his brains. His expertise and knowledge were never acknowledged or solicited. Consequently he watched in silence for years as directives came down from managers and leaders that were totally unrealistic and bore no relevance to the reality in which he worked. And he watched the initiatives fail. Unfortunately we in health care can create that exact situation if we do not incorporate time (slack) into the schedules of our knowledge workers so they can unleash their genius, reinvent health care, and fix health care from the inside out. Nurse leaders must be the architects of participation and allow this to happen.     

Megatrends, the annual report, possibilities

The successful leader and manager have two very important challenges: to scan the horizon and not be thrown into crisis by not seeing predictable surprises, and to recognize the longer, more pervasive trends that are in the distant future. An annual autopsy of the past year and a review of the years ahead will not only fulfill the requirements for an annual report, but will be a learning experience for the team. When we are open to new ideas, lead by inviting dialogue rather than demanding, and openly trust, believe in, and inspire others, the organization will also adopt these values as its operating framework. Our annual plans will then be living documents that create the roadmap for excellence.     

离开高盛以后

2009年3月,已在高盛度过27年的公司联席总裁和联席CEO乔恩·温克里得意外递交了辞呈,此前不久,他刚被定为现任CEO劳埃德·布兰克费恩的候选继任者之一。之后,正值盛年的49岁的温克里得在华尔街销声匿迹。此事引起轩然大波,各方传言四起。如今,在离开高盛近一年之后,温克里得首次面对记者,透露了作别高盛的真实原由。     

HR,你知道公司的领导力特质吗?

金融危机之后,是否具有战略性思考的能力以及是否可以积极有效地应对所面临的各种变化,已经成为了一个合格领导者的重要指标。很快,相关的培训必将成为一种领导力发展项目的潮流。     

滇中城市群优化发展模式研究

本文以滇中城市群规划为例,结合中外合作编制《云南省滇中城市群规划》实践,采用多情景发展模拟,将GIS工具与传统规划手段紧密耦合,针对离散型、区域型、都市型、网络型四种发展模式进行情景分析,并从中探索适合滇中城市群未来发展的、相对合理的规划方案。最终得出一个阶段性发展方案,即在2030年以前滇中城市群以区域型模式为主导,2030年以后以网络型模式为主的发展模式,推进滇中地区稳步、有序发展,逐步实现生态安全、资源集约、经济繁荣三者高度统一。     

透过全球网络 驱动共创价值

根本性的商业变革正在进行之中。在数字化、无处不在的互联和全球化的作用下，这场变革将极大地改变企业的性质及其创造价值的方式．这是大势所趋，没有哪个行业可以置身事外。对于企业的生存和成长来说，了解这场变革的含义是至关重要的。     

影响新疆中小企业竞争力的主要因素及对策建议

竞争力是衡量一个国家、一个地区和一个企业经济实力和发展潜力的重要标准.竞争力强,就能有效抵御市场风险,立于不败之地;反之,则企业被激烈的竞争大潮所吞噬,更谈不上什么发展前途.新疆中小企业发展起步于改革开放,加速发展于邓小平南巡讲话之后.但总体看来,目前新疆的中小企业在发展中取得较大成绩,但也面临诸多困难.本文探讨了新疆中小企业竞争力的影响因素及提高竞争力的对策建议.