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A system of system lenses for leadership decision-making
1School of Leadership Studies, Royal Roads University, Victoria, British Columbia, Canada. phil@clswest.com.
Abstract:
The sheer volume and dynamics among system agents in healthcare makes decision-making a daunting task at all levels. Being clear about what leaders mean by "healthcare system" is critical in aligning system strategy and leadership decision-making. This article presents an emerging set of lenses (ideology and beliefs, rational and irrational information processing, interpersonal social dynamics, process and value creation, and context) to help frame leadership decision-making in healthcare systems.
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