Davidson Sandra Jean
Gonzaga University, Spokane, WA, USA.
Nurs Forum. 2010 Apr-Jun;45(2):108-17. doi: 10.1111/j.1744-6198.2010.00171.x.
Health care is currently in the midst of an age change. Leadership styles and organizational structures that were prevalent in the twentieth century no longer apply in twenty-first-century health care. Leaders of health care must embrace and help others to embrace new ways of being and relating in twenty-first-century organizations.
This paper introduces a new framework through which leaders can see their organizations differently. Complex responsive processes (CRPs) focus on the interactions between people that take place in the living present as the building block of transformative organizations. This paper also introduces the seven da Vincian principles as a personal tool that twenty-first-century leaders might use to increase their capacity for creativity and to develop their ability to thrive in uncertainty.
The power to shape the preferred future of health care lies within our relationships with others that take place locally and in the living present.
Viewing organizations through the lens of CRPs and developing practices around the seven da Vincian principles provides directions and a starting point for traditional leaders to move away from rationalist, twentieth-century practices toward transformative leadership practices.
医疗保健目前正处于时代变革之中。二十世纪盛行的领导风格和组织结构在二十一世纪的医疗保健中已不再适用。医疗保健领域的领导者必须接受并帮助他人接受在二十一世纪组织中全新的存在方式和人际关系方式。
本文引入了一个新框架，领导者可借此以不同视角看待其组织。复杂响应过程（CRPs）将当下人们之间的互动视为变革型组织的基石。本文还引入了七条达·芬奇原则，作为二十一世纪领导者可用于增强创造力以及培养在不确定性中蓬勃发展能力的个人工具。
塑造医疗保健理想未来的力量存在于我们在本地及当下与他人的关系之中。
通过复杂响应过程的视角看待组织，并围绕七条达·芬奇原则开展实践，为传统领导者从二十世纪的理性主义实践转向变革型领导实践提供了方向和起点。
