Strategi Clinical Leadership dalam

implementasi Mutu Pelayanan

KEsehatan

Iwan Dwiprahasto
MMR/CE&BU FK UGM
 Healthcare is changing in very
fundamental and important ways

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Changing Healthcare

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Leaders at all Levels

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Transactional Leader Style

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Transformational Leader Style

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Clinical Leadership: style & impact

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Leadership and Change

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Something to believe in.

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Someone who believes in them

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 Level Five Leadership
Level Description
Level 5 Builds enduring greatness through paradoxical
Executive combination of personal humility and professional
will
Level 4 Catalyzes commitment to and vigorous pursuit of a
Effective Leader clear and compelling vision, stimulates team to high
performance
Level 3 Organizes people and resources toward the effective
Competent Leader and efficient pursuit of predetermined objectives

Level 2 Contributes to the achievement of group objectives;

Team Member works effectively with others in the team setting

Level 1 Makes productive contributions through talent,

Individual Contributor knowledge, skills and good work habits

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 Challenge of Change
Learn
Promotes Change

“OK Now What”

Resist Maintain
Promotes Status Quo Promotes Caution
Change
“Oh NO” “So What?”

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Creating Sustainable Change

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Sustainable Change

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Sustainable Change

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What makes a good leader/leadership?
What leadership? (Core Values)
Shared Values
Leaders don't create followers,
they create more leaders.
Tom Peters in "Fast Company"
 Effective Leadership, by David
L. Goetsch, Prentice Hall, 2005
 Effective Leadership, by David
L. Goetsch, Prentice Hall, 2005
 DEFINITION OF QUALITY
 The concept and vocabulary of quality are elusive.
 Different people interpret quality differently.
 Few can define quality in measurable terms that can be proved
operationalized.
Five Approaches of Defining Quality
Transcendental view
PRODUCT BASED
USER BASED
MANUFACTURING BASED
Value Based
Sustainable Quality
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 Getting to the third curve

Co-production
& assets
Performance

Improvement

Performance

Time
Person-centered practice
 Customer Satisfaction
Three Part System

Human Customer
Resource Expectations
Management

Company
Operations Customer
(Processes) Satisfaction
Steps to Achieving Patient Safety and High
Reliability

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 Coaching for Change
 Establish rapport
 Posture of understanding
 Use Empathetic assertions
 Acknowledgment of their position
 Asserting the change
 Being unapologetic and insistence of making
changes.
 Resilience and courage…

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 Resist: “Oh No!”
Posture of Defensiveness or Posture of Healthy Opponent
 Defensive, resentment  Has an alternative point of
 Passive aggressive view
 Grudgingly Compliant to  Change lacks alignment
Sabotage with personal values
 “I’m right, this is wrong.”  Sees faulty logic or
 Reactive (over reactive) assumptions
 Anger……blame
 Unconvinced that this is the
“right” direction
 Keeps us honest

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 Maintain: “So What?”

Posture of Doubt/Uncertainty or Posture of Quiet Support

 Skeptical
 “Play it safe” (Both sides)
 Head Down, “wait and see”
 Inactive, maybe
“helplessness”
 Avoid and Deny and Hide
 In the “Fox Hole”
 “Seen them come, seen
them go”
 “This too shall pass”
 Willing to play along,
quietly
 Give change a chance
 Not active, but will support
the change
 Suspend final decision on
the decision or effort
 Remain open
 Often a late adopter

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 Learn: “Ok, now what?”

Posture of Driving Change vs. Posture of Change Willingness

 “I can do this.”  Some anxiety, but “Let’s go
 Innovator for it!”
 Committed  Willful compliance
 Driving Change  “Count me in”
 Proactive, feeling of  Willing to get it my best
power/influence shot
 Purposeful, outcome  Responsive
oriented  Early Adopter
 Let’s make this work  I’m behind you
 “Charge”

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 Choice
 We all can be in one of these places at some
time.
 Remember that “resistance” is a natural
response to any perceived threat.”
 Threat is based on our underlying “beliefs”

 We can choose differently.

 There is no safe path in life, just different

risks!
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 Where do you spend your time?
 Focus on the people that are resisting change?
 Focus on the people who are in
“maintenance”mode?
 Focus on those willing to make the changes?

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Where are the Leverage Points of
Change?
 Why do change efforts fail to live up to
expectations?
 Where are the real leverage point for lasting
change?
 Where do leaders focus their efforts for
creating lasting change?

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 Making a Difference
Given what you heard and experienced here, what do
you want to commit to in your personal leadership
to make a difference?
1. ____________________________
2. ____________________________
3. ____________________________
4. ____________________________

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