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In the stormy seas of today's world economy, organizations need all hands on deck. In the stormy seas of today's world economy, organizations need people to own their work, not just rent a spot on the organization chart. All Hands on Deck is a fun-to-read story that is both a business strategy book about creating competitive advantage through corporate culture, and a personal development book that will inspire readers to be more committed and engaged with their work and their organizations. Drawing upon the wisdom of some of the greatest and most beloved business leaders of the 20th century, t.

"The pandemic and its aftermath have impacted the healthcare landscape in ways that are still unfolding. Many pre-existing challenges have been significantly exacerbated. Stress and burnout levels increased dramatically, and especially hard hit have been nurse managers. Surveys predict alarmingly severe staffing shortages, including as many as 450,000 nurses before the end of the decade. And the erosion of trust at all levels has been made worse by corporate consolidation and waves of what have been called copycat layoffs. Using construction as their metaphor, authors Joe Tye and Bob Dent make a compelling case that a healthcare organization's invisible architecture-a foundation of core values, a superstructure of organizational culture, and the interior finish of workplace attitude-is no less important than its visible architecture. Further, they assert that culture will not change unless people change, and people will not change unless they are inspired to do so and given the right tools. This multi-AJN award winning, fully updated third edition of Building a Culture of Ownership in Healthcare takes readers on a journey from accountability to ownership-providing a proven model, strategies, and practical solutions to help improve organizational culture in the healthcare setting. Readers will learn how investing in their organization and their people can enable a significant, successful change in productivity; employee engagement; nurse satisfaction, recruitment, and retention; quality of care; patient satisfaction; and financial outcomes. This new edition will include strategies to enhance bilateral loyalty and rebuild trust; promote emotional safety to complement psychological safety, including planning and caring for Covid's emotional long haulers; and foster a Proceed Until Apprehended mindset that encourages creativity, innovation, and problem-solving. It will be packed with many new examples from inside and outside of healthcare. This edition will also share the Assess-Inspire-Engage-Sustain Model for Cultural Transformation and show how the Growth-Impact Model can be used to shape a Culture of Ownership that achieves growth along the dimensions of scope and scale and impact along the dimensions of reach and depth. Building a more positive Culture of Ownership has never been more important."

chapter 1. Introduction -- chapter 2. Healthcare cost : an overview of the issues -- chapter 3. Introduction to the section on workplace culture -- chapter 4. Making the transition from a culture of accountability to a culture of ownership / by Joe Tye -- chapter 5. Terminology on this book -- chatper 6. Introduction to section on hospital capacity optimization -- chapter 7. Dynamic capacity management : an approach to capacity optimization -- chapter 8. The blocking and tackling of hospital capacity management : an overview -- chapter 9. Blocking and tackling of capacity management in the emergency department -- chapter 10. Blocking and tackling of capacity management in surgical services -- chapter 11. Blocking and tackling of inpatient capacity management -- chapter 12. Physicians, and their role in optimization -- chapter 13. Preparing for coming change : forming a PHO / by Peter Wood -- chapter 14. Care circle networks : an introduction -- chapter 15. The care circle network concept -- chapter 16. Assessing the community and the patient population -- chapter 17. Building the communal resoure pool -- chapter 18. CCNs, palliative care, and end-of-life planning -- 19. Final thoughts.

Invisible Architecture -- From Accountability to Ownership -- The Foundation of Core Values -- The Superstructure of Organizational Culture -- The Interior Finish of Workplace Attitude -- Blueprinting a Culture of Ownership -- Three Essential Elements of a Culture of Ownership -- Personal Values and Organizational Values -- The Four Dimensions of Transformational Leadership -- Anatomy of a Change Movement : What the Movement to Ban Public Smoking Has to Teach Healthcare Leaders About Culture Change.