Please enter verification code
Confirm
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
Views 47      Downloads 25
Author
Steven Walker, Department of Leadership and Human Resources, National University, San Diego, USA
Article Tools
Follow on us
Abstract
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.
Keywords
Foresight Methodology, Leadership, Systems Thinking, Great Recession, Health Care
To cite this article
Steven Walker, 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. doi: 10.11648/j.ajmse.20200505.11
Copyright
Copyright © 2020 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/) which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
References
[1]
Pech, R., & Oakley, K. (2005). Hormesis: an evolutionary “predict and prepare” survival mechanism. Leadership & Organization Development Journal, 26 (8), 673–687. https://doi.org/10.1108/01437730510633737.
[2]
Kaivo-oja, J., Stenvall, J. (2013). Foresight, governance and complexity of systems: On the way towards a pragmatic governance paradigm. European Integration Studies Journal. No. 7.
[3]
Shaked, H., & Schechter, C. (2018). Systems Thinking Among Enrollees in a Principal Preparation Program. Journal of Research on Leadership Education, 13 (3), 259–282. https://doi.org/10.1177/1942775118771384.
[4]
Laszlo, E. (1996). A systems view of the world: A holistic vision for our time. Hampton Press. New Jersey.
[5]
Meadows, D. (2008). Thinking in systems. Hartland, VT: The Sustainability Institute.
[6]
Meadows, D. (1999). Leverage points: Places to intervene in a system. Hartland, VT: The Sustainability Institute.
[7]
Weinberg, G. (2001). An introduction to general systems thinking. Dorset House publishing co.
[8]
Prigogine, I., & Stengers, I. (1984). Order out of chaos: Man's new dialogue with nature. New York, NY: Bantam.
[9]
Kirk, P. (1999). Corporate evolution and the chaos advantage. The Systems Thinker, 10 (10), 1-12.
[10]
Wilber, K. (1996). A brief history of everything. Boston, MA: Shambhala publishing.
[11]
Hickman, G. (2015). Leading organizations: Perspectives for a new era, 3rd ed. Thousand Oaks, CA: Sage.
[12]
Senge, P. (1990) The fifth discipline: The art of practice of the learning organization. New York, NY. Doubleday.
[13]
Harper, S. & Stein, S. (2006). Dialogical planning in a fragmented society: Critically liberal, pragmatic, and incremental. New Brunswick, NJ: Rutgers University Publishing.
[14]
Putman, R. (1993). Making democracy work: Civic traditions in modern Italy. Princeton, NJ: Princeton University Press.
[15]
Foster, W. F. (1989). Toward a critical practice of leadership. Critical Perspectives on Educationall Leadership. pp. 39-62. London, UK: Falmer.
[16]
Rost, J. (1993). Leadership for the 21st century. Westport, CT: Praeger.
[17]
Northouse, P. (2018). Leadership: Theory and practice. Sage publishing: New York, NY.
[18]
Hazy, J. (2008). Toward a theory of leadership in complex systems: Computational modeling explorations. Nonlinear Dynamics, Psychology, and Life Sciences, 12 (3), 281-310.
[19]
Parks, S. (2005). Leadership can be taught: A bold approach to a complex world. Boston, MA: Harvard Business School Press.
[20]
Burns, J. (1978). Leadership. New York, NY: Harper & Row.
[21]
Hay, R. (2010). The relevance of ecocentrism, personal development and transformational leadership to sustainability and identity. Sustainability Development Journal, 18, 163-171.
[22]
Freeman, R. & Auster, E. (2011). Values, authenticity, and responsible leadership. Journal of business ethics. 98, 15-23.
[23]
Maak, T. & Pless, N. (2006). Responsible leadership. New York, NY: Routledge publishing.
ADDRESS
Science Publishing Group
1 Rockefeller Plaza,
10th and 11th Floors,
New York, NY 10020
U.S.A.
Tel: (001)347-983-5186