Running head: QUANTUM LEADERSHIP: SHORT PAPER 1
Quantum Leadership: Short Paper 1
Patricia L. Garansuay
Wayland Baptist University
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QUANTUM LEADERSHIP: SHORT PAPER 1
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Quantum Leadership: Short Paper 1
With the rapid shift into the technological age, today’s leaders must adapt and
accommodate to new and innovative ways of thinking. No longer is the traditional linear process
the guiding algorithm for systems management. Quantum theory and quantum leaders must now
look at today’s world through the lens of relational and whole systems models (Porter-O’Grady
& Malloch, 2011.) Excelling in the midst of major social transformation requires leaders to
embrace the fact that changes are inevitable and unavoidable. Key principles in the quantum age
include knowing that structure is about wholes not parts, work is only valuable in the context of
fulfilling its purpose, technology has forever changed the landscape of the work environment,
and leaders must be adaptable and flexible. New skills and insight can, in fact, be learned and
quantum leaders will need to be able to feel the excitement of change and catalyze others to rally
behind them in the journey of discovery and advancement (Porter-O’Grady & Malloch, 2011.)
Although there are several guiding principles for quantum leaders in this new age, one in
particular stands out as it applies to the healthcare setting. That is, that all health care is local.
“Point of service drives about 90 percent of the decision making in a healthy and effective
system” (Porter-O’Grady & Malloch, 2011, p. 52.) Healthcare is a service setting in which the
structure of the system should be closely evaluated to make sure that there is no more structure in
place than that which is minimally needed. If there is too much structure, resources are taken to
sustain that structure and not the services being provided. One way to allow for this reduction in
structure is to allow more decision making at the level of care. By allowing staff at the service
level to have joint decision making authority, partnership, accountability, equity and ownership
are established. Research has also shown that establishing professional development programs
within an organization, opportunities for genuine collaboration can provide the skills needed to
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share leadership and accountability effectively (Chrispeels, 2004.) Point of service workers, in
turn, have an obligation to ensure that their activities and decisions are congruent and support the
goals and purpose of the system within which they function. Resultingly, there will be a
symbiotic relationship established that fulfills the systems purpose and makes a positive benefit
to the lives of those served (Porter-O’Grady & Malloch, 2011.)
Healthcare being local is just one of several principles that guide leaders in the quantum
age. However, when this principle is evaluated in depth, it is easy to see many other key
principles and how they are all inter-related. The idea that the whole is made up of parts and that
adding value to a part adds value to a whole is clearly illustrated by allowing decision making at
the service level. Employees who actually perform the day to day tasks within an organization
may, many times, feel like their small part does not matter. However, it is quite the opposite. By
including these employees in the decision making processes within their organizational structure,
they become empowered and this feeling of value positively impacts the entire system.
Recognizing and embracing diversity, understanding that systems thrive when all of their
functions intersect and interact, and adapting to the lessons learned from making mistakes are
also integral principles of quantum leadership (Porter-O’Grady & Malloch, 2011.)
Utilizing these principles healthcare leaders will be better able to consider, compile,
synthesize, and evaluate multiple factors within the healthcare setting. There has been a focus on
best practices in businesses over the past years, however, it is important to note that just because
things work well in one place does not been they will work equally well in another (Anderson &
McDaniel, 2000.) Quantum leaders must recognize that organizations will need to customize
their individual models of healthcare delivery in order to meet their organizational goals. Cost,
cost shifting, demand without accountability, evidence utilization, and avoidance of ambiguous
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evidence all need to be taken under consideration (Porter-O’Grady & Malloch, 2011.) Tackling
issues associated with a complex health care system requires a strategy. Fraser and Greenhalgh
(2001) suggest non-linear ways to evaluate these complexities such as role-playing, case studies,
and simulations that will encourage those within the organization to consider which factors
impede or facilitate growth. Another useful strategy in this endeavor is taking advantage of the
value of teamwork. According to Porter O’Grady & Malloch (2011) collaborative, expertly
functioning, interdisciplinary teams are critical and yet difficult to monitor and quantify.
Additionally, and as outlined in the previous principle of healthcare being local and point of
service decision making being a critical component of success, Kiel (1994) further elaborates
that small well-focused actions should be at the core of every plan. He further states that this
plan should begin at the point of service, not the boardroom. Opportunities for unit driven
activities to improve processes are numerous given the ever present issues in healthcare
management of patient safety, team work, interdisciplinary collaboration, and retention of
competent staff (Porter-O’Grady & Malloch, 2011.) Developing innovative valuation models for
healthcare delivery systems is challenging and needs quantum leaders who are ready to look at
new and effective ways to tackle usolved problems within the healthcare system.
It is true innovation, in fact, that will mark the success of today’s quantum leaders in
healthcare. Innovation is sometimes felt to be an elusive concept. In order to understand it, one
must grasp the contextual framework of innovation. Innovation, as so aptly noted by our
authors, “…is no longer an option to the success of healthcare organizations and systems”
(Porter-O’Grady & Malloch, 2011, p. 105.) To create a culture of innovation, it must be
acknowledged that the elements and requisites necessary far differ from those in the healthcare
setting of the last 100 years and yet some of the past negatives still permeate the system today.
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Greater strides need to be taken in areas of interdisciplinary collaboration, overlap of educational
pathways, and the lifting of social, cultural, and professional barriers (Hall, 1993.) Equity must
also be considered when establishing a culture of innovation. Equity denotes that there is value
not only within disciplines but between them, that relationships are horizontal, and that there is
the characterization of equality and shared accountability/ownership (Porter-O’Grady &
Malloch, 2011.) By understanding some of these key principles, innovative ideas are given an
environment in which they can thrive.
Again, a recurrent theme that leaders must take note of is the idea that innovation is
birthed at the point of service. Organizations, though complex, are simply the sum of their parts.
Although this statement sounds contradictory, it is important to understand that it is the
cumulative contributions of individuals within the whole that drive actions and results (Anderson
& Willson, 2008.) Wise leaders of innovation recognize this and actively seek ways to garner
innovative ideas from their points of service (Porter-O’Grady & Malloch, 2011.) By doing so,
freedom, ownership, and investment within the organization occurs. This creates excitement and
energy within the system which works as a positive feedback loop which perpetuates forward
growth. This is innovation through the context of alignment. Ultimately, however, all
innovation must be balanced with value. It is one thing to cultivate an open and environment
that is conducive to innovative thinking but it is important that focus is maintained on the
organizational goals and interests (Porter-O’Grady & Malloch, 2011.) There is a continual
focus on keeping costs down and revenues up. In value-driven times it is imperative to keep tabs
on the differences that are being made within the health care system and how those differences
are offering impact and value.
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This is where innovation leadership comes into play. Today’s quantum leaders need to
understand the rationale, expectations, organizational structures and strategies that advance the
integration of cost effective innovation. The explosion of information availability via the
internet has truly been a driving force behind innovation in healthcare. The resources and ideas
for creative integration of innovative ideas are vast and innumerable (Porter-O’Grady &
Malloch, 2011.) The technological advances in areas of care delivery, biotechnology,
nanotechnology, genomics, diagnostics, record keeping, information integration and so on are
mind boggling. Healthcare organizations must now find ways to meet the growing needs and
demands of their patient populations in ways that support and encourage the integration of new
ideas. The quantum leader will be able to find ways to create an infrastructure within their
organization to do exactly that. Taking the initiative to change instead of holding onto the
routines of the past is a hallmark of a quantum leader. To do so involves taking risks. Possible
failure, avoidance of mediocrity, and not retreating from challenges requires strategy.
There are several strategies available to include the integration of mission, vision, values,
and innovation (Porter-O’Grady & Malloch, 2011.) Statements should be clear and define the
organizations purpose and plan, taking into consideration the unmet needs within the
communities they serve. Assessment of team innovation skills and organizational structure is
also imperative. Innovation needs nurturing and guidance along with restraints. Understanding
the natural tensions within organizations and systems is also of great importance. Lack of time
and high pressure to produce creative ways to grow that are also cost effective requires leaders
that emphasize that balance. These organizations can be termed “ambidextrous organizations”
(O’Reilly & Tushman, 2004) because of their ability to manage the tension between stability and
the ever present need for innovative change. Other strategies that are useful are supporting
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evidence-based innovative processes, democratizing innovation by valuing multiple
intelligences, and providing adequate time for reflection and idea generation (Porter-O’Grady &
Malloch, 2011.) As noted previously there is a large element of risk associated with being an
innovative leader. Therefore, there needs to be developed a capacity for rational risk taking.
Traditionally, risk and failures have been viewed in a negative light. However, a true quantum
leader can see the lessons learned and formulate new plans to enhance the organization. Forming
new partnership is also a strategy that can create value that an organization cannot provide on its
own. This too includes risks (Ardner, 2006.) Innovative leadership encompasses the assessment
of current processes, identification of how the work is currently being accomplished, and
evaluation of whether these processes enable or inhibit innovation (Porter-O’Grady & Malloch,
2011.)
In summary, quantum leaders are living in challenging times. With the driving forces of
the technological age thrusting them forward, these leaders are faced with huge challenges as
well as huge rewards. Understanding the underlying foundation of quantum leadership, applying
those key principles, compiling, synthesizing, and evaluating multiple factors within the modern
healthcare system, and understanding the theoretical and practical implications of innovation in
the workplace are all skills that need to be developed and exploited to their maximum potential..
Placing a high degree of value on the point of service concept and involving all members of the
organization to share a common vision with enthusiasm and energy is the key to success for the
quantum leader.
QUANTUM LEADERSHIP: SHORT PAPER 1
References
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