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Case Study-Inspiring Greatness

Case Study 1-2 Inspiring Greatness
Lynn has been the dean of the College of Nursing at a prestigious university for the past 2 years. Others describe Lynn as having incredible energy and vision, and being someone who is in constant motion, leading and transforming the college into a powerhouse among the other colleges at the university. It would seem that Lynn knows no limitations or boundaries to her visions. She is recognized as an extraordinary leader by her colleagues at the university, and she is known as a national and international expert in her clinical area of expertise as well as in her direction for the development of many interdisciplinary programs within the College of Nursing. Lynn has multiple appointments to national advisory boards and is a fellow in the American Academy of Nursing as well as a number of other nursing practice academies. She sits on several interdisciplinary strategic planning expert panels for national healthcare reform and other health initiatives. Clearly, she is recognized as one of the top leaders in nursing and health care.
Lynn is the first to recognize and acknowledge that being a national expert does not make it any easier to initiate and execute change within one’s own organization. Even though Lynn is acknowledged as an external leader, she is continually challenged internally with the same barriers of resistance that less recognized experts encounter when they try to initiate change within their organization. Although Lynn has boundless energy and is motivated to help others make a significant difference in their work and contributions, she also struggles with how to manage those who do not embrace her vision or have the same passion for accelerated change. When asked how she manages her feelings related to the naysayers in her life, she states that she seeks to listen carefully to the message that they are trying to impart and understand their perspective on the matter and their concerns and fears. From that framework, she tries to find a connection between her own vision and the vision of those who oppose her, realizing that a shared vision is the beginning of all successful change. She then seeks to find a way to focus their attention on what is shared in common in their visions and highlights areas where they are interdependent or mutually dependent on one another to achieve their visions.
The nursing and healthcare literature is replete with evidence and opinions about the need for interdisciplinary collaboration to ensure optimal patient outcomes, professional role satisfaction, and healthcare excellence. With this in mind, Lynn proposes to develop an interprofessional curriculum for the colleges of nursing, medicine, pharmacy, and social services. Lynn develops a proposal for the intercollege planning committee and the provost that outlines a number of courses that could be taught with an integrated curriculum to students from each of the colleges. She also includes how the proposed integrated curriculum could be budget neutral or actually realize a cost savings because classes presented to each college in duplicate would be eliminated and integrative classes would be developed using fewer faculty and facility resources. Lynn supports the proposal with evidence about the positive effects of an interdisciplinary approach in improving relationships among professionals and the recommendation from the Institute of Medicine and Robert Wood Johnson Foundation report on the future of nursing.
Lynn is not an inexperienced leader, so she anticipates that there will be resistance to her proposal. She tries to prepare herself for all the voices that will say, “It can’t be done. We’ve never done it before. We are successful with the current curriculum structure,” and offer a host of other objections. Some of the loudest voices of opposition justify their position by stating that the social power imbalance between nursing and the other healthcare professions is a reason why the integrated curriculum should not be implemented. Some mention that the intellectual level of the medical and pharmacy students is far different from that of the nursing and social work students and that the nursing and social work students would not be able to manage the rigor of the courses needed to educate future physicians and pharmacists.
Some of the meetings are intense, chaotic, and filled with motion as the curriculum committee discusses the pros and cons of having an integrated curriculum. At times Lynn is very discouraged with the progress, but she keeps focused with positive energy and strong belief that her proposal is critical to improving patient care. She recognizes that the simple proposal is loaded with complexity and the discord that is happening is an important part of the process as participants reflect on their beliefs and values. On the one hand, Lynn wishes that the provost would simply step up and direct the group to develop an integrated curriculum because Lynn realizes that the provost supports the proposal. On the other hand, she realizes the value of the change process and how the participants’ values and beliefs will morph over time as a result of the discussions, readings, and continual analysis of the pros and cons of the proposal.
Lynn recognizes the need to be patient and not to push the change but rather quietly influence the others on the merits of interprofessional education. She provides a number of articles from reputable journals, arranges for speakers on the topic, and even creates an all-day workshop to bring in national speakers and participants to discuss strategies to develop interprofessional curricula. Of course, she arranges the workshop around the availability of the other deans so that they can attend the workshop as well. She even arranges for a few of the more forward-thinking deans to present at the workshop. She invites one of the other deans to copresent with her at an international conference focused on interprofessional education. Lynn acts as if they have already accepted the idea even though she knows that part of her strategy is to convince them to accept the proposal. Within the year, the curriculum committee not only accepts the proposal for an interprofessional curriculum to begin the next year but actually acts as if the notion was their idea to begin with. At this point, Lynn realizes that she has successfully managed the change.

Questions
1) Identify the elements of complexity in this case study.
2) How effective do you think Lynn is in managing the conflict, complexity, and the chaos that emerges around her proposal to develop an interprofessional curriculum?
3) How well does Lynn read the signposts and develop strategies to manage her vision?
4) What processes might have been used to help the curriculum committee to accept the proposal and move beyond their personal agendas, values, fears, and doubts about the importance of interprofessional education?
5) What role do you feel a quantum leader needs to play in developing consensus around decision making?
6) What quantum leader characteristics does Lynn portray in leading the group to embrace her vision and to change and adapt the curriculum to an interprofessional focus?

 

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