Managing the Myths of Health Care : Bridging the Separations between Care, Cure, Control, and Community.

Print version record.

Cover; Title Page; Copyright; Contents; Overview; This Book in Brief; Yet Again?; Management? or management?; A Few Cautions; Part I: Myths; 1. Myth #1 We have a system of health care; 2. Myth #2 The system of health care is failing; Suffering from Success; More for Less?; 3. Myth #3 Health care institutions, not to mention the whole system, can be fixed with more heroic leadership; The Position of Heroic Leadership; The Person as Heroic Leader; The Quest for a Regular Leader; 4. Myth #4 The health care system can be fixed with more administrative engineering; Fads, Fallacies, and Foolishness.

Re-engineering the Health Care FactoryWhen in Doubt, Reorganize; Use Pretend Markets When You Can't Get Away with Real Ones; Merge Like Mad; The Myth of Scale; Keeping the Baby; 5. Myth #5 The health care system can be fixed with more categorizing and commodifying to facilitate more calculating; Categorization for Commodification for Calculation; Beyond, Across, and Beneath the Categories; Some Myths of Measurement; Analyst, Analyze Thyself; 6. Myth #6 The health care system can be fixed with increased competition; Is American Competition the Model?

Porter and Teisberg on the "Right Kind" of CompetitionDoes Competition Necessarily Foster Innovation?; Is This Really About Competition?; The Cost of Competition; Cooperation, Not Individualization; 7. Myth #7 Health care organizations can be fixed by managing them more like businesses; Herzlinger on this Business of Health Care; When Being a Business Is Bad for our Health Care; When Acting Like a Business is hardly Better; Health Care as a Calling; Summing Up the Fixes; 8. Myths #8 AND #9 Overall, health care is rightly left to the private sector, for the sake of efficiency and choice.

Overall, health care is rightly controlled by the public sector, for the sake of equality and economyThe Great Divide?; Beyond Crude and Crass; Welcome to the Plural Sector for the Sake of Quality and Engagement; Plural Ownership and the Commons; Plural, Public, or Private?; Engagement and Communityship in the Plural Sector; Disengagement in the Plural Sector; Part II: ORGANIZING; 9. Differentiating; The Specialized Players of Health Care; The Quadrants of Health Care; The Practices of Health Care; 10. Separating; Curtains across the Practices; Sheets over the Patients.

Walls and Floors between the Administrators11. Integrating; Mind the Gaps; The Mechanisms of Coordination; Forms of Organizing; Part III: Refr Aming; 12. Reframing Management As distributed beyond the "top"; 13. Reframing Strategy As venturing, not planning; 14. Reframing Organization As collaboration transcending competition, culture transcending control, communityship transcending leadership; Enough of the Separations; Enough of the Controls; Enough of the Obsession with Leadership; Enough of all that Competition; Toward Collaboration; Toward Communityship.

Culture for Collaboration and Communityship.

Includes bibliographical references and index.

In this sure-to-be-controversial book, leading management thinker Henry Mintzberg turns his attention to reframing the management and organization of health care. The problem is not management per se but a form of remote-control management detached from the operations yet determined to control them. It reorganizes relentlessly, measures like mad, promotes a heroic form of leadership, favors competition where the need for cooperation, and pretends that the calling of health care should be managed like a business. This professional form of organizing is the source of health care's great strength as well as its debilitating weakness. In its administration, as in its operations, it categorizes whatever it can to apply standardized practices whose results can be measured. When the categories fit, this works wonderfully well. The physician diagnoses appendicitis and operates; some administrator ticks the appropriate box and pays. But when happens when the fit fails - when patients fall outside the categories or across several categories or need to be treated as people beneath the categories? To cope with all this, Mintzberg says that we need to reorganize our heads instead of our institutions. He discusses how we can think differently about systems and strategies, sectors and scale, measurement and management, leadership and organization, competition and collaboration. The overall message of Mintzberg's masterful analysis is that care, cure, control, and community have to work together, within health-care institutions and across them, to deliver quantity, quality, and equality simultaneously. -- Provided by publisher.

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