Leadership Strategies for Evolving Health Care Executives
November 2–7, 2008
Boston, Massachusetts

Register for 2008

Download the 2008 Brochure

Learn the skills and techniques necessary to become a successful health care leader!

This program, with its focus on health management systems, provides skill building in the critical areas of leadership and management development, using case studies and other interactive teaching methods. The curriculum is specifically designed to bridge the gap between health care skills and the leadership skills essential for achieving individual and organizational objectives.

Program Highlights

New Sessions in 2008

Practical Learning Format

The main teaching method will be interactive learning with small group discussions and in-class exercises. Discussion groups will meet each morning to review readings, respond to content questions, and share reactions. This process provides an opportunity to work closely with your colleagues to solve real-world issues.

Upon Completion of This Program, Participants Will Be Able To

Who Should Attend

Participants in this dynamic program are health care executives who wish to adapt their knowledge and skills to the constantly changing field, including:

This program helps you develop leadership skills and strategies so that you can continue to play a key role in the health care system.

Why You Should Attend

As health care continues to evolve, you, as a health care leader, have the formidable and immediate challenge of creating both short- and long-term strategies. Today’s knowledge base is different from that of even six months ago. The solutions to tomorrow’s problems may be just beyond your grasp, but you can be ready. To ensure your organization’s competitive edge and perhaps even its survival, you must quickly gain the tools necessary to lead in this new era. The knowledge gained in this five day program, will enable you to respond pro-actively to the rapidly changing health care environment.

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Program Director

David G. Javitch, PhD
Adjunct Assistant Professor in Organizational Behavior
Department of Health Policy and Management
Harvard School of Public Health
Assistant Professor
Boston University School of Public Health
President, Javitch Associates

Program Faculty

Leonard Glantz, JD
Associate Dean, Academic Affairs
Professor, Health Law, Bioethics and Human Rights
Boston University School of Public Health

John Glaser, PhD
Vice President and Chief Information Officer
Information Systems
Partners HealthCare Systems, Inc.

Allen Kachalia, MD, JD
Hospitalist
Brigham and Women's Hospital
Associate Medical Director
Brigham and Women’s Physician’s Organization

Leonard J. Marcus, PhD
Director
Program for Health Care Negotiation and Conflict Resolution
Lecturer on Public Health Practice
Harvard School of Public Health

Vinod K. Sahney, PhD
Adjunct Professor in Health Policy and Management
Harvard School of Public Health
Senior Vice President and Chief Strategy Officer
Blue Cross Blue Shield of Massachusetts

David A. Shore, PhD
Associate Dean and Executive Director, Center for Continuing Professional Education
Director, Forces of Change Program
Director, Trust Initiative
Harvard School of Public Health

Richard B. Siegrist, Jr., MS, MBA, CPA
Adjunct Lecturer on Management
Harvard School of Public Health
President and Chief Executive Officer
PatientFlow Technology, Inc.

Saul N. Weingart, MD, PhD
Associate Professor of Medicine
Harvard Medical School
Vice President for Patient Safety
Dana-Farber Cancer Institute

Ellen Zane, MA
President and Chief Executive Officer
Tufts Medical Center

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Agenda (subject to change)

Sunday Evening, November 2, 2008 (The Colonnade Hotel)
4:00 pm Registration and Check-In
5:00 Introduction to the Program
6:00 Hors d'Oeuvres Reception
7:00

Leading During Organizational Change – Javitch

With changes now ubiquitous in health care, leaders need to constantly update their awareness of the processes and implications of change. This session will present current issues, systematic methods for identifying target constituencies, organizational-wide approaches for maximizing positive acceptance and minimizing resistance, a tried and true process of bringing about organizational change, and the famous 10 Commandments of Change.
8:30 Sessions End
Monday, November 3, 2008 (Harvard School of Public Health)
7:30 am Continental Breakfast
8:00 Discussion Groups
9:00

Building Negotiation, Conflict Resolution, and Meta-Leadership into Your Professional Repertoire [NEW in 2008] – Marcus

Learn about interest-based negotiation, multi-dimensional problem-solving, meta-leadership, and effective techniques to build collaboration and manage conflicts across complex health care systems.
10:30 Refreshment Break
11:00 Building Negotiation, Conflict Resolution, and Meta-Leadership into Your Professional Repertoire (Continued) – Marcus
12:30 pm Lunch
1:30 Building Negotiation, Conflict Resolution, and Meta-Leadership into Your Professional Repertoire (Continued) – Marcus
3:00 Refreshment Break
3:15

Moral Medicine – Glantz

What does it mean to be an ethical health care organization? Where can institutional providers turn for guidance in balancing organizational interests with those of professional staff, patients, and the community? This session will explore some of the critical ethical dilemmas facing institutional providers today and provide an intellectual toolkit — including principles of moral philosophy, medical ethics, and business ethics — for deliberating about their proper resolution.
4:45 Sessions End
Tuesday, November 4, 2008
7:30 am Continental Breakfast
8:00 Discussion Groups
9:00

Succeeding as Tomorrow’s Leader – Javitch

This session will focus on the qualities, actions, and approaches needed to harness organizational energy, enthusiasm, and productivity to meet bottom line, financial, medical, employee, and patient demands.
10:30 Refreshment Break
11:00

Health Care Management: Legal and Ethical Responsibilities for Reducing and Addressing Error – Kachalia

This session will provide a legal perspective for management decisions. Participants will be sensitized to recognize situations of vulnerability, of personal or organizational legal liability in the delivery of quality medical care, and the supervision of staff personnel and residents in training. Participants will be exposed to actual situations drawn from court cases and will critically review court opinions to help participants extract practical legal principles applicable to health care management.
12:30 pm Lunch
1:30

Turning Soft Assets into Hard Power: Leveraging the Tangible Power of Your Most Enduring Intangible Assets [New in 2008]– Shore

Of the many factors contributing to individual and organizational success, none is more important than reputation. A highly valued reputation allows a brand to stand out from the crowd, comprising a “competitive moat” in your market. In the health care field, there is compelling data to suggest that the organization that owns a reputation for trust owns its marketplace. A trusted reputation for high quality programs, products, and services is good medicine, good business, and great leadership — it is both a mission-driver and a margin-driver. This practical session moves beyond simply documenting the value of brand, reputation, and trust-building. We will focus on how to build your organization’s capacity for trust and trustworthiness, and how your organization can translate that capacity into a trusted reputation and brand.
3:00

Refreshment Break

3:15

Information Technology: What Every CEO Needs to Know – Glaser

Information technology (IT) can be a critical contributor to a
healthcare organization's strategies and clinical and operational
performance. No organization can ensure success across all IT projects. However, there are four areas that are the major determinants of the effectiveness of the IT contribution:

  • Ensure a healthy organizational IT foundation
  • Develop a sound linkage between organizational strategies and the IT plan
  • Manage projects well
  • Manage the achievement of IT-enabled value

These areas will be discussed including a review of approaches to assessing how well the organization is doing in these areas.
4:45 pm Sessions End
Wednesday, November 5, 2008
7:30 am Continental Breakfast
8:00 Discussion Groups
9:00

Integrated Health Systems: Do They Really Create Value? – Sahney

This session will focus on a case study of an integrated health care system. Participants will analyze the strategy for improving the performance of the system, including such areas as relationship with the employer coalition, rate setting, and performance of integrated health systems across the country.
10:30 Refreshment Break
11:00 Developing a Quality Culture – Sahney
12:30 pm Lunch
1:30

Improving Operational Performance – Sahney

Do patients sail smoothly and effortlessly through your health care system or do they meet roadblocks that say “we are not as patient-friendly as we could be”? Can the overall system be fixed? Admissions? Treatment? Billing? Discharge? Patient Recognition and Care? This presentation and discussion will address these critical operational issues.
3:00 Refreshment Break
3:15

Beyond Blame: Leadership in Patient Safety – Weingart

Medical errors have emerged as a major public health issue. Leaders are challenged to do something by professional associations, accreditation bodies, and the public. But what is there to do? Medical errors should be understood and prevented by using a systems approach, as pioneered in aviation and industry. Examining the experience of leading-edge innovators in patient safety offers us lessons about coordinated processes, opportunities, and obstacles to improvement.
4:45 Sessions End
6:00 Bus will depart from the Colonnade for the Harvard Faculty Club
6:30 Reception and Dinner - Harvard Faculty Club
6:30 Bus will depart from the Faculty Club for the return trip to the Colonnade
Thursday, November 6, 2008
7:30 am Continental Breakfast
8:00 Questions and Open Discussion: Moderator – Javitch
9:00

Anatomy of a Merger – Zane

After participating, from the inception, in the successful merger between the Massachusetts General Hospital and the Brigham and Women’s Hospital to form Partners Healthcare in 1994, Ellen Zane was asked to become CEO and manage Tufts-New England Medical Center which was the product of an unsuccessful merger between the Providence, RI based Lifespan System and the renowned Tufts-New England Medical Center. This failed merger and resulting sequelae caused T-NEMC to become financially destabilized and vulnerable. Ellen will review the 2 contrasting approaches and will provide some “pearls” concerning what to do and what not to do when considering the merger path.
10:30 Refreshment Break
11:00

Financial Management Control and the Physician's Role – Siegrist

The foundation of a health care system’s success if the management control function. It is essential for all strategic decision makers to have a firm grasp of the organization’s financial structure in order to effectively bring organizational vision to reality. This session provides you with the tools and insights to do just that. Using a targeted case study and related articles, you will gain understanding of the management control activities that provide the formula for financial success.
12:30 pm Lunch
1:30 Financial Management Control and the Physician's Role (Continued) – Siegrist
3:00 Refreshment Break
3:15 Financial Management Control and the Physician's Role (Continued) – Siegrist
4:45 Sessions End
Friday, November 7, 2008
7:30 am Continental Breakfast
8:00

Leadership and Motivation [NEW in 2008]– Javitch

Successful leaders need to understand their own leadership and
motivational styles to know how to maximize their productivity and
impact. But they can't be truly effective until they understand,
direct, and improve the styles of the people they are working with.
This results driven, interactive session will use the Strength
Deployment Inventory to help participants learn how to form, focus, and
modify their message and their approach when interacting with others to
optimize outcome.
9:30 Refreshment Break
10:00

Leading High Performance Teams – Javitch

Building, diagnosing, and evaluating teams requires a knowledge of the key issues that lead either to success or failure. This session will present an action-oriented experiential exercise to heighten participant’s practical awareness of the skills and processes needed to transform and lead groups into productive high-performing teams.
11:30 Program Closing and Evaluation – Javitch
12:00 pm Adjournment

Agenda is subject to change

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Continuing Education Credit

The Harvard School of Public Health is accredited by the Accreditation Council for Continuing Medical Education to provide continuing medical education for physicians. The Harvard School of Public Health designates this educational activity for a maximum of 31AMA PRA Category 1 Credit(s)™. Physicians should only claim credit commensurate with the extent of their participation in the activity.

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Program Location

Harvard School of Public Health
Kresge Building
677 Huntington Avenue
Boston, Massachusetts 02115
617-384-8692

The Sunday evening reception and sessions take place at the Hyatt Regency Cambridge. All subsequent sessions take place at the Harvard School of Public Health, located in the heart of the Longwood Medical Area in Boston.

Accommodations

Colonnade Hotel
120 Huntington Avenue
Boston, MA 02116
617-424-7000
$199 single/double occupancy +12.45% tax

Rooms have been reserved at a reduced rate until October 13, 2008. Reservations should be made when you receive your registration and payment confirmation. Please state the program name and the Harvard School of Public Health to receive the special rate.

The Colonnade Hotel is a 5-minute cab ride from the program location (approximately 1.4 miles from program location).

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What Participants Say

“The new knowledge and information I will bring back to my company is priceless. Valuable real-world applications presented in an efficient academic environment.”

— Wayne Knight
Chief Executive Officer
Primary Care Associated
Medical Group

“The program far exceeded my expectations. The speakers were of the highest quality and the knowledge acquired will greatly influence my attitude and decision-making in my organization.”

— Dr. Adaeze Oreh
Director of Operations
Pamo Clinics and Hospitals

“Super program! The speakers and content was as important as the intellectual capital of the group. Much was learned via group discussion sharing ideas and experiences and understanding how other organizations function locally, nationally, and even internationally.”

— Alyson Greene
Administrative Director
Brigham and Women’s Hospital

“Every aspect of the program brought “eye” opening ideas for our facility. I would highly recommend this course to all my colleagues.”

— Randy L. Lindauer
President and CEO
Washington County Memorial Hospital


“The course provided an experience, rather than merely an education. Inspiring rather than merely informing.”

— Dr. Barry Nathanson
Chair, Clinical Resource Utilization Committee
Southlake Regional Health Centre

 

Program Fee (fees and deadlines subject to change)

Individual Registration:

Team Discounts: 3 or more from one organization (registrations must be received at the same time to qualify)

Program fee includes:

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Payment Policy

Payment must be made in US funds and received in order to process your registration. Payment by credit card is strongly preferred (Visa, MasterCard, AmEx). If paying by check, please make check payable to Harvard School of Public Health-CCPE. Space is limited. Note: Please do not make non-refundable flight arrangements until you have received confirmation from us.

Substitution/Cancellation Policy

Substitutions may be made without additional charge. All requests for substitutions or cancellations must be made in writing. Cancellation on or before September 12, 2008 will be issued a refund less $150 administrative fee per person. Cancellations received between September 13, 2008 and October 10, 2008 will be issued a refund of 50%. After October 10, 2008, no refund will be issued. There will be no exceptions to this policy.

Ways to Register

  1. To register online simply check off the item below and click Register Now.
  2. Call 617-384-8692 and register over the phone. You may also call this number for any registration questions you may have.
  3. Print the PDF Registration Form and fax it to 617-384-8690 with credit card information.
  4. You may also fill out, print and mail the form with payment to:

Harvard School of Public Health
Center for Continuing Professional Education
CCPE – Dept. A
677 Huntington Avenue
Boston, MA 02115

(If you are planning on sending an overnight package, please send to this address.)

 

I have read and understand the payment and cancellation policies.

 

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