Futures Thinking: Strategy Used by Health Care Organization to Survive Economic Collapse During the Great Recession of 2008
American Journal of Management Science and Engineering
Volume 5, Issue 5, September 2020, Pages: 56-61
Received: Sep. 30, 2020;
Accepted: Oct. 23, 2020;
Published: Nov. 4, 2020
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Steven Walker, Department of Leadership and Human Resources, National University, San Diego, USA
This case tells how a leader of a health care institution used systems thinking as a foresight tool to help survive the Great Recession of 2008. The original study on which this case is based sought to understand the essence of leaders’ interior response to the Great Recession of 2008 with regard to sustainability and leadership. The impact of the Great Recession of 2008 on organizational leaders with regards to sustainable policy making was examined by addressing: (a) how sustainability is defined, (b) the philosophy that underlies sustainable thinking within organizations, (c) leadership elements that are important to sustainable implementation, and (d) how system breaking points provide the opportunity for sustainable transformation. Due to the leader’s systems thinking perspective, several behavior themes emerged. Organizational policies were then developed to help institutionalize these behaviors, and which prepared the organization for a successful and sustainable response to the oncoming catastrophe. Strategic management strategies, supporting futures thinking, ultimately guided and stabilized the organization throughout this economic crisis, effectively leading to future growth.
Futures Thinking: Strategy Used by Health Care Organization to Survive Economic Collapse During the Great Recession of 2008, American Journal of Management Science and Engineering.
Vol. 5, No. 5,
2020, pp. 56-61.
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