1. MANAGING IN COMPLEX ADAPTIVE SYSTEMS

2. MENTAL MODELS GENERAL MOTORS-1970’s  GM IS IN THE BUSINESS OF MAKING MONEY (NOT CARS?)  CARS ARE PRIMARILY STATUS SYMBOLS; STYLING IS PARAMOUNT (QUALITY?)  THE AMERICAN CAR MARKET IS ISOLATED FROM THE REST OF THE WORLD

3. MENTAL MODELS GENERAL MOTORS-1970’s  WORKERS DO NOT HAVE AN IMPORTANT IMPACT ON PRODUCTIVITY OR PRODUCT QUALITY  EVERYONE INVOLVED NEEDS TO UNDERSTAND ONLY THEIR COMPARTMENTALIZED PORTION OF THE BUSINESS

4. SKILLS NEED IN COMPLEX ADAPTIVE HEALTHCARE SYSTEM  The ability to embrace surprise as an opportunity and thus demonstrate positive leadership in chaotic times. This ability is based on an understanding that while data analysis and planning are important, they serve only to describe the probabilities rather than to absolutely predict the best outcomes.

5. SKILLS NEED IN COMPLEX ADAPTIVE HEALTHCARE SYSTEM  The ability to clearly describe organizational goals and establish flexible structures that will inspire creativity and allow local action and self organization at the boundaries to produce outcomes that meet or exceed those goals. This ability is based on understanding that preconceived mindsets about the environment and rigid control structures will stifle productivity.

6. SKILLS NEED IN COMPLEX ADAPTIVE HEALTHCARE SYSTEM  The ability to encourage rich information flow throughout the organization, across all levels and disciplines. This ability is based on understanding that information flow is the energy source of a learning organization and that organizations grow and succeed only to the extent that their people learn and grow.

7. SKILLS NEED IN COMPLEX ADAPTIVE HEALTHCARE SYSTEM  The ability to find and articulate the strange attractor that will bring together clinicians from different disciplines as well as professional managers in a cohesive effort. This ability is based on understanding of the ethics and values of clinical professions and the belief that participation by people with diverse backgrounds will not only increase the sharing of knowledge, but will enhance mutual respect and drive quality outcomes.