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The Importance of Psychological Safety in Today

The Importance of Psychological Safety in Today’s Multicultural Healthcare Environment

Stephen Brian Towns Sr.

Overview

This final project focuses on the importance of psychological safety in healthcare. The principles shared invites utilization by healthcare leadership, hospital executives, and mid-level and senior industry leaders. All leadership, concerned about advancing excellence in the healthcare industry and promoting vibrant lifestyles and more healthy outcomes for all people, will find practical lessons within this work. This learning compilation can also benefit leadership in any sector as industries void of psychological safety suffer from similar detrimental outcomes.

Objective

This project acknowledges the importance of psychological safety in healthcare and, addresses the problem with the following:

An animated introductory video presentation outlining the project premise.
A collection of 9 instructional video modules detailing the importance of psychological safety in the healthcare sector.
The learning modules are:Module 1: How psychological safety is lacking in today’s healthcare culture.Module 2: How the lack of psychological safety threatens patient safety.Module 3: How multiculturalism in U.S. healthcare demands psychological safety. Module 4: How interpersonal risk in minorities is lessened by psychological safety. Module 5: How psychological safety in hospital residential settings is critical. Module 6: How psychological safety contributes to an organization’s learning culture and high performance standards. Module 7: The relationship of psychological safety to high-performing healthcare teams. Module 8: How psychological safety offers mentorship and coaching opportunities for today’s millennial-infused workforce. Module 9: How the future of healthcare cannot survive void of psychological safety.

Abstract Premise

After completing the coursework for the DSL program’s concentration in health care, a void in the industry’s practices in psychological safety became evident. This fact, coupled with recent negative career experiences confirmed the need for innovative ways to promote this servant leadership-based principal. The learning modules will appeal to Millennials and seasoned executives alike by creatively presenting the material in seven-minute segments.

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The Intersection of Strategic Foresight & Culture: The Cultural Dimensions of Strategic Foresight in High-Velocity Environments

The Intersection of Strategic Foresight & Culture: The Cultural Dimensions of Strategic Foresight in High-Velocity Environments

Darlingston Varr| 2019

Abstract

Organizational culture is the most potent vehicle for advancing the field, methodologies, and protections of Strategic Foresight. I propose that cultural and foresight integration enhances foresight capabilities, methods, and approaches. In an increasingly competitive, complex, and volatile environment, the urge to fully understand the future and to deduce insights for strategic processes is of significant concern for many firms. While foresight has for the past few decades been of interest to the academic world and practitioners, until now, most organizations have paid little to no attention to the field. Research in the area of corporate foresight to date has, however, provided only limited insight. More importantly, the integration of foresight and organizational culture highly exists.

This manuscript aimsto make a case for the establishment of a foresight-centric approach to organizational design—the integration of Strategic Foresight and organization culture. Foresight-centric organization (FO)—a new method for firms to foster an organizational culture that can aid them in preparing for the future—is a response to the single focus and limitations of conventional corporate foresight practices. With the FO approach, firms will cultivate an environment that allows them to share their understanding of foresight and develops the competencies required for foresight/culture interpretation. This work is rooted in analytical frameworks that scrutinize corporate foresight understanding and practices, impacting the decision-making process that provides organizational leaders with tools needed to foster a culture of Strategic Foresight. There is little question that leaders, organizations, and the environment are what influence the phenomenon of change and its manifestations. The intermediary concept of a leader’s judgment in most cases can explain how the Strategic Foresight process integrates with the strategic decision-making processes of a firm.

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Ministry Readiness

Ministry Readiness -Organization Development Program for theChurch of God Organization in South Carolina

David R. Ward, Jr. | 2019

Abstract

This project is to introduce, develop and implement two initiatives to help churches deliver their current ministries in a more effective manner while also enlarging their capacity to engage in new ministry opportunities to reach more for Christ. The first initiative is the Ministry Readiness Program which provides a structured and comprehensive organization development plan designed specifically for Christian organizations. The Ministry Readiness Program is one program that supports all church ministries in the respective church to ensure consistent use and harmonization across the organization. The Ministry Readiness Program is designed for flexibility and application across all size churches. The second project initiative is the Ministry Readiness Network which provides a venue for the South Carolina Church of God churches to share knowledge and application of the Ministry Readiness Program. The Ministry Readiness Network establishes communication links to promote the exchange of program information, best practices, and continuous improvement ideas to encourage other South Carolina Church of God churches with their implementation efforts.

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Occupational Wellness and Resiliency Training Curriculum to Build Effective Leadership Practices, Foster Better Employee Engagement, and Help Cultivate a Healthy Organizational Culture for Success

Occupational Wellness and Resiliency Training Curriculum to Build Effective Leadership Practices, Foster Better Employee Engagement, and Help Cultivate a Healthy Organizational Culture for Success

Robert L. Wilson, Jr. | 2019

Abstract

The purpose of this curriculum will help leaders and organizations to gain a better understanding of how using an occupational wellness perspective within their organization builds resiliency and a culture that promotes wellness. Organizations that strategically think more holistically about well-being and wellness by expanding to a wider concept of total organizational wellness in the workplace is linked to improved performance and success (Klien Lurie, S., 2015, p.24). By adopting an occupational wellness approach, organizations increase the effectiveness in leadership practices, foster better employee engagement, and facilitate a healthier organizational culture by using leadership intelligence such as emotional, social, and spiritual intelligence along with cultural agility to implement occupational wellness within organizations.

Successful leaders and organizations must learn to communicate more effectively and increase their creativity to promote wellness within the organization by facilitating new ways of strategically communicating information (Denning, 2007, p.27). The occupational wellness and resiliency training curriculum address the leadership and organizational training needed to build resiliency strategies and practices in leaders incorporating a process, practice, and the organizational infrastructure to support leaders to effectively implement resiliency and promote wellness within the organizational culture.

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Executive Certificate in Foresight and Leadership Program

Executive Certificate in Foresight and Leadership Program

Ifeanyi Onyemere | 2019

Abstract

This curriculum on the Executive Certificate in Foresight and Leadership (ECFL), helps senior executive leaders to minimize the likelihood of organizational failure in a volatile, uncertain, complex, and ambiguous (VUCA) macroenvironment. Also, it helps them to position their organizations for competitive advantage and sustain growth. According to research, change has become faster and more pervasive and poses survival and growth threats to leaders and their organizations. Regrettably, there appears a shortage of the strategic foresight and leadership competencies required to understand change, adapt, and anticipate it while leading in a VUCA world. Thus, modern organizations need strategic foresight and leadership skills to deal with environmental uncertainties, plan the future, and lead changes. Therefore, the ECFL curriculum will equip senior executive leaders with foresight and leadership knowledge, techniques, tools, skills, and abilities to function in today’s and tomorrow’s world.

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When Leadership Hurts: The Reality of Poor Leadership on All Employees

When Leadership Hurts: The Reality of Poor Leadership on All Employees

Nikitia V. Powell | 2019

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Leadership can leave a lasting impression upon the heart of an organization: it employees. When individuals are selected to serve in a leadership role produce poor leadership qualities, it results in pain for the employees under said leadership, the leader performing in such a manner, and the organization as a whole. The purpose of this manuscript is to explore the effects of poor leadership on everyone in the organization, what it poor leadership looks like with regards to the organization’s cultural design, and examines the ways and responsibility organizations have to aid the development of its leaders to become a the type of leader who will represent the organization and lead its human capital. This manuscript also examines what leads others to desire to follow a poor leader verses rebelling against such a person and how a poor leader can begin to reform him or herself to become a better leader and what the journey toward becoming a good leader looks like. When poor leadership is address, the leader only has two choices: Stay the same and keep displaying poor leadership or Seek to become a good leader who can handle representing the organization and leading its most precious component–its employees! The choice is ultimately resting on the shoulders of the individual. May he or she choose well.

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Courageous Christian Leadership

Courageous Christian Leadership

Fitzgerald A. Reed, Sr. | 2019

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Courageous Christian Leadership is in high demand. Leaders are born and developed; they are born with attributes that make their leadership style distinct. Also, leadership qualities are developed as leaders acquire certain skills. The world has many problems that hinder the expansion of the message of the Kingdom of God. Our world is so diverse that leaders must develop a global mindset to provide solutions to world problems. The problems of injustice, poverty, racism, discrimination, and violence have created a modern world of division. The world needs courageous leaders to transform the world for Christ. This book examines the leadership of Joshua, the military leader of the nation of Israel. After the death of Moses, God chose Joshua to lead the nation of Israel into the land of Canaan. The nation of Israel was mourning Moses’ death. Joshua’s call to leader required him to be courageous in the midst of stressful times. Joshua needed to follow the plan of God to guide the nation safely across the Jordan River. God promised Joshua success if he meditated on God’s word and followed God’s instructions. God gave Joshua the spiritual authority to lead. Leadership today must take this same spiritual authority to lead organizations to Godly success. The scope of this book is limited to Christian leadership that influences the next generation leaders to lead their organizations, churches, corporations, and institutions by God’s spiritual authority. God’s spiritual authority has a great impact on the leader. God calls individuals to join His mission to reach the world with the good news of the Kingdom of God. It provides courageous leaders with boldness to be brave and take risks to advance God’s kingdom agenda. This book provides practical steps to move the organization to achieve success in a cross-cultural environment.

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Transforming Lives Through Servant Leadership

Transforming Lives Through Servant Leadership

Dennis M. Reilly | 2019

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Transforming lives through servant leadership is not just a theory, it is real-life. It is happening every day at multiple locations throughout the world. Servant leadership is more than another leadership theory or model, it is a movement! Servant leadership is a movement that can and should be at the apex of bringing healing to those in need.Today, more than ever in history, leaders need to engage themselves with people. They must lead by example.Today’s leaders must emphasize the good of their followers over their own self-interest. That is why there has not been a time more critical for leaders and followers to seriously consider the advantages of being and becoming a servant leader.

Leaders typically have two primary responsibilities, concern for tasks and concern for people. Servant leaders focus on people, those they serve. Greenleaf credits Jesus of Nazareth for teaching the importance of leaders having aservant’s heart. Jesus said, “whoever wants to become great among you must be your servant.” Patterson defined servant leaders as, “those who serve with a focus on the followers, whereby the followers are the primary concern and the organizational concerns are peripheral. The servant leader constructs are virtues, defined as the good moral quality in a person, or the general quality of goodness, or moral excellence.”

Despite the various definitions, there is still little consensus about a clear definition of servant leadership. Regardless, a servant leader leads with principle and a set of the core values such as loving unconditionally; pursues, enters and grows in relationships with self, others and God.

A servant leader is humble and compassionate in all situations and worships God in all they do. As Christians are called to a life-long, on-going relationship with Jesus, they are also called to be servant leaders. This may sound too simplistic. But if one was to decern about how they are called to this relationship with God, then one could draw a logical conclusion that all Christians are called to be servant leaders. If not, who else is called to emulate Christ? What other leadership style can one possess that emulates Christ so profoundly as servant leadership? Some may say transformational. However, the transformational leader is consumed with the success of the organization over the individual, not so with the servant leader.

Before one begins the process of becoming a servant leader, they must first understand three important and most significant relationships; one with self, one with others, and one with God. Awareness, acceptance, and love of self, others, and love of God are intricately related. The challenge to rid one’s ‘fake self’ to live genuinely in one’s ‘new self’ strikes at the very heart of true spirituality. John (Jean) Calvin wrote, our wisdom essentially has two parts, the knowledge of God and the knowledge of self.

More than any other leadership style, servant leadership links both leaders and followers as it’s purpose is to transform followers into leaders. In essence, both the leader and the follower become ‘we.” This is what takes place in the transformation of men and women afflicted with addiction and life-controlling issues.

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By entering my first and last name above and clicking “Learn More” below, this shall constitute my electronic signature and I expressly agree that Regent University or its third party service providers may call or text me for marketing purposes at the number I provide above, including through the use of an automatic telephone dialing system and/or artificial or prerecorded voice or message according to the TCPA Terms & Conditions below. Providing this consent is not required to obtain any good or service.

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The Future is Ours: Maximizing the Potential of Your Organizational Future

The Future is Ours: Maximizing the Potential of Your Organizational Future

Darren Ross | 2019

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The Church in the twenty-first century amidst external and internal change is facing existential evaluation that speaks to its future relevancy. The twenty-first-century church is faced with the task of balancing the mandate of Jesus to build disciples (Mat. 28:19-20) while relevantly and effectively engaging the culture for the purpose of advancing God’s Kingdom. The question is, will the church innovatively embrace a kingdom agenda through cultural engagement that embraces contemporary methodologies or be caught in the undertow of irrelevance clinging to an agenda that is steeped in pseudo scriptural orthodoxy that purports separatism?

The purpose of this work is to assist the non-profit religious organization in realizing the possibilities of a realignment of vision in light of the environments looming and uncertain future.

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The Kenotic Organization: A Community of Leadership, Learning and Transformation

The Kenotic Organization: A Community of Leadership, Learning and Transformation

Brian E. Ruffner | 2019

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Although organizations frequently proclaim the desire for change, renewal and transformation, few ever fully embrace those ideas, failing to rise above more than mere mediocrity as a result. While the literature quite literally abounds with theoretical prescriptions meant to heal such malaise, most organizations continue to limp along never realizing even a fraction of their true potential. Certainly, many pontificate on the nature of organizations as they live and breathe, so to speak; yet, few question how the organization ought to be. This ought belies the existential and ethical dimensions of organizing and, as such, points to a discipline not often associated with the organizational realm–theology. To this end, the kenotic organization offers a much-needed corrective to the syndrome described above. Drawing on the Trinitarian kenosis observed in the creation event and witnessed in the Incarnation, the simultaneous actions of self-limiting and pouring out inform the organizational cause and expose a deeply entangled organizational mesh enveloping the entire cosmos which can serve as a catalyst to excite preferred organizational behaviors. It is, in fact, the humility of Trinitarian kenosis, the willingness to withdraw but also at once pour out the individual essence, that generates the thrust necessary to escape the gravitational pull of convention which typical inhibits organizational flourishing. Peering deeper into kenosis, the intersection of science and theology come clearly into focus as complexity and dialogic theories affirm the kenotic paradox of limiting and pouring out as a precursor to exceeding organizational abundance. Applying kenosis, then, as the primordial organizing ingredient, recommended principles for organizational leadership, design, development, learning, transformation and innovation emerge for due consideration.

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