In this course, learners are presented with a leadership framework that focuses on building the capacity within themselves, their teams and their organizations to respond adaptively to the depth, pace and scope of change that is creating unprecedented conditions in health care systems today (S. Dalzo-Parks, 2005).

Based on the work of Ronald Heifetz, the framework requires a paradigm shift from viewing leadership as a role or person to seeing it as an activity — the activity of making progress on adaptive challenges; and from viewing the organization as a static entity to seeing it as an organism capable of adapting to its environment. It requires those exercising leadership to understand the dynamics of social systems, and to trust in their own and others creativity and intuition (S. Dalzo-Parks, 2005). Finally, it addresses the ethical challenges associated with leadership as critical choices must take into account the diversity of perspectives surrounding the issue, and the moral courage and resilience required to challenge assumed values, i.e., the notion of a good death.

The second, in a two-part series on Leading and Managing Change, the overall goal of this course is to facilitate the building of adaptive capacity within health care systems by deepening the practice of developing both ourselves and others intentionally, mindfully and creatively. Through in-class discussion and small group consultation labs, participants will learn to mobilize constructive change through the development of a new and enhanced capacity to see, effectively analyze, and strategically intervene.

Objectives: 1) Distinguish between adaptive and technical work and explain what each requires to make progress (C4–Analysis). 2) Indicate the difference between the role of authority and the exercise of leadership (C6–Evaluation). 3) Perceive that there is a productive range of tension to make progress on leadership challenges (C5– Synthesis). 4) Identify the sources of resistance and develop strategies to manage them (C4–Analysis). 5) Identify the polarities within adaptive work and generate a process for managing them (C5–Synthesis). 6) Display an ability to continually reflect in action (A5–Characterization by a Value or Value Complex). 7) Relate the practices to current health care challenges (C6–Evaluate). 8) Value the need to thrive while leading adaptive change (A3–Valuing).