V1 A Culture of Health @ ASU

The New American University can make a national and global impact on health, beginning in its own back yard.

Get Started. It's Free
or sign up with your email address
Rocket clouds
V1 A Culture of Health @ ASU by Mind Map: V1 A Culture of Health @ ASU

1. Quantum Leadership

1.1. Vulnerability and Risk

1.1.1. Cycle of Vulnerability

1.1.1.1. Becoming vulnerable

1.1.1.2. Taking the risk

1.1.1.3. Stretching capacity

1.2. Transformation / agent of change

1.2.1. Bring vision and context  of change to stakeholders

1.2.2. Complexity Management

1.2.3. Look for the relationships in the demand for change

1.2.4. Embrace experimentation

1.2.5. Retain ability to learn and adapt

1.2.6. Dynamic Systems

1.2.7. Transformation becomes second nature

1.2.8. Everyday Tenacity

1.2.9. Creative envisioning of the future

1.2.9.1. "Setting the table"

1.2.10. Focus on the evidence

1.2.11. Know how to access and apply knowledge

1.3. Nurture a culture of innovation

1.3.1. Building Relationship

1.3.1.1. Collaboration

1.3.1.2. Conversational Partnership

1.3.1.3. Appreciative inquiry

1.3.1.4. Rapport with team members

1.3.1.4.1. Establishing common ground

1.3.1.4.2. Welcoming communication and ideas from everyone

1.3.1.4.3. Being present

1.3.1.4.4. Active listening

1.3.1.4.5. Empathic support and exchange of information

1.3.1.4.6. Working with the "positive deviant"

1.3.1.5. Horizontal Connections

1.3.2. Innovation is the expectation

1.3.3. Egalitarian organizational structure

1.3.4. Teams are invested in the outcomes

1.4. Embody multiple roles / faces of innovation

1.4.1. The Director

1.4.2. The Cross-Pollinator

1.4.3. The Hurdler

1.4.4. The Caregiver

1.5. Sustain high ethical standards

1.5.1. Partnership of goodwill

1.5.2. Partnership of personal and organizational integrity

1.5.3. Consistent with vision, mission and values

1.5.4. Transparency

1.6. Quality of Will

1.6.1. Hope for the future

1.6.1.1. Courage

1.6.1.2. Passion

1.6.1.3. Energy

1.6.1.4. Self-discipline

1.6.1.5. Trust

2. Action Items

2.1. Assess existing strengths across the university and its partners

2.2. Develop detailed proposal

2.3. Propose Culture of Health at ASU to stakeholders - solicit input

2.4. Hire a leader to oversee the processes and call on faculty and leadership to be accountable

2.5. Convene ad hoc committee to develop the processes and new programs

3. Funding Ideas

3.1. Super Value Creation

3.2. Robert Wood Johnson Foundation

3.3. Piper

3.4. Individual donors

3.5. High Profile corporations

3.5.1. Walmart

3.5.2. Coca Cola

3.5.3. Wallgreens

3.5.4. United Healthcare

4. Why ASU?

4.1. Location

4.1.1. AZ Demographics

4.1.1.1. Elderly population

4.1.1.2. Latino populations

4.2. Size

4.2.1. sizable student body and employee base = ideal place to gather data

4.3. Leadership

4.3.1. Entrepreneurial

4.3.2. Ambition to change the world

4.3.3. Embracing of disruption

4.3.4. Dedicated to transdisciplinary solutions

4.4. Nimble

4.4.1. Not restricted by a medical school

4.4.2. Start-up culture

4.5. Transdisciplinary programs already in place

5. Break through the tri-university blockade

5.1. Accomplish great strides in health and health care through collaboration

5.2. Identify the reasons for the rivalry

5.3. Call meetings  / create rapport

5.4. Find grant opportunities requiring institutional cooperation

5.5. Fill upcoming presidency at U of A with like minded qualified individual

6. Streamline ASU Health Activity & Communication

6.1. Tighten up handling of news and events

6.1.1. Hire full time marketing and communications person

6.1.1.1. Relationships and check-ins with centers, labs and faculty

6.1.1.2. Network building

6.1.1.3. Matchmaking based on current research and available grants

6.2. Centralize the information and make it easy to access

6.2.1. [email protected] website

6.2.2. ASU Now

6.2.3. HFC website

6.2.4. Events website

6.2.5. Aggregate research database

6.3. Improved communication across units

6.4. Leader that requires participation

6.5. Research matching

7. Stakeholders

7.1. ASU leadership across all health programs

7.2. ASU students

7.3. ASU staff

7.4. ASU faculty

7.5. President Crow and leadership team

7.6. ASU student health

7.7. ASU Foundation

7.8. Community partners

7.9. Health clinics

7.10. Partner providers

7.11. Partner institutions

7.12. Funders

7.13. Government and policy makers

7.14. Anyone with a vested interest in the health outcomes and data we produce

8. References

9. DiSC Profile

9.1. Di style with a significant proportion of S

9.1.1. push to reach ambitious goals / maintain a fast pace

9.1.2. enthusiasm / need for variety / issues with patience

9.1.3. value success, creativity and flexibility

9.1.4. support others when they face challenges

10. DiSC Strategies

10.1. Take care to get it right the first time

10.2. Get buy-in before moving ahead

10.3. Give others a chance to share their ideas

10.4. Focus on resolving conflict rather than winning the argument

10.5. Focus on stating points objectively

10.6. Find ways to recognize colleagues so they feel liked and appreciated

10.7. Be straightforward, but balance directness with warmth and empathy

10.8. Suggest timelines that lead to reasonably prompt outcomes

10.9. Allow colleagues time to process and analyze after presenting ideas

10.10. Remember not to take it personally

11. Mission, vision and values

11.1. Align to passion

11.2. Well-defined

11.3. Address a community or larger need

11.4. Make sure the premise is valid!

12. Specific strategies for proposing a Culture of Health at ASU

12.1. Craft the proposal meticulously and have it checked for accuracy

12.2. Reearch what the competition is doing in the preventative health space

12.3. Line up potential underwriters and be ready to discuss funding and staff support

12.4. Approach ASU health leadership first to ask for buy-in and additional ideas

12.5. Be sure to articulate ways the proposal can help leadership and support their unit goals

12.6. Gain buy-in from leadership before approaching Michael Crow

13. Health Futures Council at ASU

13.1. Guidance and influence on ASU health enterprise

13.2. Bringing resources

13.2.1. Seed grants

13.2.2. Partnerships

13.2.3. New projects

13.2.4. Startups

13.3. Faculty sounding board

13.3.1. Market viability

13.4. Bringing public attention to ASU

13.4.1. Public events

13.4.2. Publications

13.5. Faculty and research matching

13.6. Interrogating the big topics

13.6.1. New approach to health

13.6.1.1. Wellness / personal responsibility

13.6.1.2. Comprehensive solutions

13.6.2. Big Data

13.6.3. Localization issue

13.6.4. Bridging the gap

14. Utilize visual, auditory and tactile presentation mediums so all colleagues can find a way to connect

14.1. PowerPoints with voice tracks

14.2. Graphs and flow charts

14.3. Videos

14.4. Standing / walking meetings

15. Role of Technology in Innovation

15.1. Medical advances

15.1.1. Nanotechnology

15.2. Telemedicine

15.3. Wearables

15.4. Internet

15.5. Smartphone Apps

15.6. Big Data

16. As a leader, use technology to manage information (too much to keep it all in your head)

17. The promise, and the challenge of technology

17.1. Challenges related to efficacy, accuracy and privacy

17.1.1. Can big data be harnessed and standardized enough to make it truly useful and reliable?

17.1.1.1. hospitals and health systems use different platforms with coding sources that do not communicate

17.1.1.2. continued data breaches underscore the fact that we do not yet know how to keep data secure

17.2. Shared across physicians, orgs, researchers, and patients

17.3. Potential for monitoring and incentivizing healthy behaviors

17.3.1. monitor a range of medical risk factors

17.3.2. empower people by giving them direct access to personal analytics

17.3.3. cost and logistics of distributing wearables and smartphones to all individuals

17.3.4. ensure doctors and care practitioners acclimate to new modes

18. Novel culture of health begins on one campus

18.1. Begin at a university - leaders and incubators of change

18.1.1. Become a model for healthy communities

18.1.2. Gather and share data

18.2. Cross train existing premeds, doctors and nurses

18.2.1. All doctors and nurses learn principles of nutrition

18.2.2. Wellness and alternative approaches are integrated into premed and nursing courses

18.2.3. Kindness and empathy training for health care workforce

18.3. Create new degree programs that integrate the disciplines

18.4. Faculty, staff and students learn and practice healthy behaviors

18.4.1. Modeled after sustainability

18.4.2. Embedded in campus culture

18.4.3. Reinforced through incentives, training, signage, campus events, social media, annual review criteria

18.4.4. Campus food is healthy

18.4.5. Organic community gardens

18.4.6. Potlucks

18.4.7. Exercise mentality

18.4.8. Less driving - more walking (indoor areas to walk during summer months)

18.4.9. Projects to elevate health in surrounding communities

18.5. Incentivizing Healthy Behaviors

18.5.1. Discounts

18.5.2. Prizes

18.5.3. Social rewards

18.5.4. Pride (partners are invested in the projects because they own and manage them)

18.6. Support services

18.6.1. Mental health counseling

18.6.2. Mindfulness training

18.6.3. Stress reduction

18.6.4. Clinics

18.6.4.1. Care delivered in dorms and homes

18.6.4.2. Emphasis on personal responsibility for health

19. Change Theory

19.1. Inspirational behavior

19.2. Personal transformation = walk the talk

19.3. Paradox: it takes time for people and organizations to embrace change, but the pace of innovation and change in the marketplace is dizzying

19.4. The leader must expose herself to failure and manage expectations

19.5. Risk taking is not valued but it is requisite in order to move forward

19.6. Change from the center, outward

19.7. Methodology

19.7.1. Define long-term goals, then maps backward and identify preconditions

19.7.2. Outline causal short-term, intermediate, and long-term outcomes linkages

19.7.3. Distinguish between desired and actual outcomes

19.7.4. Stakeholders model desired outcomes before brainstorming interventions

20. Strategies to Integrate and Advance

20.1. Be a change agent for health

20.2. Ensure team members are empowered to make decisions at points of service

20.2.1. Involve the team in planning and design of new methods

20.3. Make innovation part of the vision, mission and values

20.4. Identify community needs

20.5. Assess team innovation skills

20.6. Ensure innovation is supported by org structure

21. ASU Institute for Comprehensive Wellness Solutions

21.1. Wellness approach integrated across disciplines

21.1.1. Nutrition

21.1.2. Exercise

21.1.3. Behavioral Health

21.1.4. Nursing

21.1.5. Social Science

21.1.6. Health Communications

21.1.7. Genetics

21.1.8. Genomics

21.1.9. Engineering

21.1.10. Bioscience

21.1.11. Architecture / City Planning / Built Environment

21.1.12. Pharma

21.1.13. Practice of Medicine

21.1.13.1. Geriatrics

21.1.13.2. Pediatrics

21.1.13.3. Obstetrics

21.1.14. Biomarkers

21.1.15. Law / Public Policy

21.1.16. Education

21.1.17. Technology

21.1.17.1. Computer Science

21.1.17.2. Software Design

21.1.17.3. Wearables

21.1.17.4. Social Media

21.1.17.5. Coding/Apps

21.1.17.6. Games Design

21.1.17.7. Telemedicine

21.1.18. Food and consumer products

21.1.18.1. Growers / Agriculture

21.1.18.1.1. Genetic Engineering

21.1.18.1.2. Government subsidy structures

21.1.18.2. Manufacturers of  pesticides

21.1.18.3. Retail food sales (fast food)

21.1.18.4. Personal care products

21.2. Prepare teachers and administrators to integrate basic health concepts into curriculum from kindergarten through college