Leading in Health Systems: Activating Transformational Change | Harvard University

The pandemic is the direst public health crisis the global population has faced in recent times. However, as the world attempts to reset itself, we must acknowledge irreparable fissures created in the health care workforce that cannot be repaired with time. The trauma experienced by health care workers and a dynamic shift in the balance of power in workers’ favor have left leaders looking for answers to improve their health care organization’s resiliency when things are unsure.   
 
Leading in Health Systems Activating Transformational Change looks to unearth those answers. Today, leaders must think and lead differently. Being an effective health care leader during and after a crisis requires you to engage stakeholders across your system and often influence people over whom you have no formal authority. You need leadership, conflict resolution, and negotiation skills to build stakeholder buy-in up, down, across, and even beyond your organization.  
 
Unlike managers, leaders influence and guide others beyond traditional organizational boundaries. They think broadly and drive action. Strong leadership will allow you to help your team reach optimal outcomes and remain agile, while seizing opportunities and overcoming system-wide challenges to increasing productivity and value.  
 
In this interactive executive education program, the faculty will draw on decades of experience of engagement with health care professionals and field research on crisis situations, including the pandemic. Through this frame, you will learn proven, pragmatic frameworks, tools, and techniques developed by Harvard T.H. Chan School of Public Health faculty for bringing together partners with opposing points-of-view, uncovering shared interests, and forging unity of effort.