Like Edgar Schein himself, Humble Leadership: The Power of Relationships, Openness, and Trust is quietly, but fundamentally, subversive. “We see leadership as a complex mosaic of relationships, not as a two-dimensional (top-down) status in the hierarchy, nor as a set of unusual gifts or talents of ‘high-potential’ individuals,” declare the Scheins.
They argue that conventional management has reached its limits. “We see U.S. business culture continue to espouse the individual hero myth leader, and a machine model of hierarchical organization design that not only undermines its own goals of employee engagement, empowerment, organizational agility, and innovative capacity, but also limits its capacity to cope with a world that is becoming more volatile, uncertain, complex, and ambiguous.”
I am ordering that today.
Fred Kofman starts The Meaning Revolution: The Power of Transcendent Leadership, the best of this year’s crop, with a bang by identifying four fundamental “hard problems” that chronically bedevil organizations. He then proceeds to demonstrate why only leaders who are able to transcend these problems by infusing a sense of meaning into the enterprise have any hope of succeeding over time.
It looks very cool. Going onto my Xmax list. (Feel free to buy it for me, if you’re feeling generous.)
Quickly assigning patients to beds is critical to both the patients’ recovery and the financial health of hospitals. Large hospitals typically employ teams of 50 or more bed managers who spend the bulk of their day making calls and sending faxes to various departments vying for their share of the beds available. This job is made more complex by the unique requirements of each patient and the timing of incoming bed requests, so it’s not always a case of not enough beds but rather not enough of the right type at the right time.
Enter AI with the capability to help hospitals more accurately anticipate demand for beds and assign them more efficiently. For instance, by combining bed availability data and patient clinical data with projected future bed requests, an AI-powered control center at Johns Hopkins Hospital has been able to foresee bottlenecks and suggest corrective actions to avoid them, sometimes days in advance.
As a result, since the hospital introduced its new system two years ago, Johns Hopkins can assign beds 30% faster. This has reduced the need to keep surgery patients in recovery rooms longer than necessary by 80% and cut the wait time for beds for incoming emergency room patients by 20%. The new efficiencies also permitted Hopkins to accept 60% more transfer patients from other hospitals.
All of these improvements mean more hospital revenue. Hopkins’s success has prompted Humber River Hospital in Toronto and Tampa General Hospital in Florida to create their own AI-powered control centers as well.
The article goes on to discuss faster and better documentation, and automated fraud detection. They point out that many health care personnel are not really improving health care outcomes:
Health care players need to begin reducing their workforces by taking advantage of the industry’s 20% attrition rate and automating tasks, rather than filling positions on autopilot.
Yes, the reduction in costs is based on reducing human labor, at least in part.