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Laura Esserman Case

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Kate Rockett

on 1 April 2014

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Transcript of Laura Esserman Case

"She can articulate the big picture in the blue sky really well, but she has more difficulty nailing down the details of what it takes in a one, two, three...step process to get there."
- Larry Lotenero
Keys to Success
"Power in organizations is the ability to make things happen."
Draw on Sources of Power
Access and control of power
Give key individuals a "seat at the table" and make sure their interests are well represented
Alliances and networks
Leverage alliances with upper management
"Managers who spent too little time building networks had much more difficulty getting things done."
Coalition of Presenters
"Managers often fail to get things done because they rely too much on reason and too little on relationships."
Financial Evidence
CFO is skeptical of Laura's vision.
Provide clear evidence regarding financial investment.
Prepare a detailed proposal outlining:
Estimated costs
Estimated returns on investment
Increases in revenue
Limit vision to Breast Care Center
"At the Breast Care Center, I think Laura's done as much as she can in the process improvement area without the use of technology."
- Larry Lotenero
Patient Care as Primary Focus
"We should be advocates for our patients, rather than our specialties."
- Dr. Laura Esserman
Laura Esserman and UCSF
Thank you!
Who is Laura Esserman?
Associate Professor, Surgery and Radiology, UCSF;
Director, Carol Franc Buck Breast Care Center,
UCSF/Mount Zion Medical Center; Affiliate Faculty,
Institute for Health Policy Studies, UCSF


Program Member, UCSF Comprehensive Cancer Center;
Clinical Leader, Breast Oncology Program
Team Thundercats:
Tom Covey, Mia Kirk, Kaitlin Rockett, and Johnny Sihakhamfong

“Patients could see a radiologist, surgeon, oncologist, or other specialist, get a mammogram and other tests all within one facility, a truly unique one-stop-shop focused on coordinated and integrated patient care.”
“She’s not focused enough when she pursues her hypothesis and what her specific aims are.”
- Debu Tripathy
What's Next for Laura and UCSF?
Esserman's Breast Care Center
Agenda
1. Case Background
2. Critical Obstacles
3. Recommendations
"Laura’s Breast Care Clinic is not technically a part of the Cancer Center [run by Margaret Tempero] directly, but it’s still cancer-related, so there’s some overlap.”
- Dr. John Showstack
Unclear Organizational Structure
Turf Wars at UCSF
“Turf is very important here at UCSF.”
- Dr. Jon Showstack
“Lack of control makes it really difficult to bring people together to achieve a common goal.”
- Dr. Joe Gray
Deliver detailed presentation to key decision-makers at UCSF, including:
Supporters: Mark Laret, CEO; Alan Glassberg, MD; Haile Debas, MD; Frank McCormick, PhD; Nancy Ascher, MD
Detractors: Ken Jones, CFO; Margaret Tempero, MD; Eileen Cunningham, RN; Alan Venook; Joe Gray, MD
Include contractor timeline and deliverable dates
Presenters should include Laura Esserman, MD; Larry Lotenero, CIO; Jon Showstack, Assoc. Director of IHPS
"I think Laura needs $100 million dollars and 100 people to accomplish what she wants to accomplish."
- Dr. Joe Gray
Appeal to the internal drive in physicians to improve the lives of their patients
Position the new improvements to the information systems project as a "knowledge transfer system"
Clear, Detailed Presentation
Laura must become a politician:
Set the agenda.
Map the political terrain.
Network and build coalitions.
Bargain and negotiate.
Organizational Conflict
Scarce resources lead to conflict; power becomes the most important asset.
With departments competing for resources, Laura needs a true collaboration to reach her goals.
Negotiate by inventing options for mutual gain
Getting to Yes
Breast Care Center falls under Department of Medicine but is listed under Cancer Research.
Laura reports, directly and indirectly, to multiple individuals in various departments.
Unclear reporting lines between supervisors and reports
Chang, Victoria & Pfeffer, Jeffrey. Dr. Laura Esserman (A.) Stanford Graduate School of Business. Page 2.
Chang, Victoria & Pfeffer, Jeffrey. Dr. Laura Esserman (A.) Stanford Graduate School of Business. Page 15
Chang, Victoria & Pfeffer, Jeffrey. Dr. Laura Esserman (A.) Stanford Graduate School of Business. Page 10.
Chang, Victoria & Pfeffer, Jeffrey. Dr. Laura Esserman (A.) Stanford Graduate School of Business. Page 10.
Chang, Victoria & Pfeffer, Jeffrey. Dr. Laura Esserman (A.) Stanford Graduate School of Business. Page 6.
Chang, Victoria & Pfeffer, Jeffrey. Dr. Laura Esserman (A.) Stanford Graduate School of Business. Page 10.
Chang, Victoria & Pfeffer, Jeffrey. Dr. Laura Esserman (A.) Stanford Graduate School of Business. Page 13.
Chang, Victoria & Pfeffer, Jeffrey. Dr. Laura Esserman (A.) Stanford Graduate School of Business. Page 14.
Bolman, Lee & Deal, Terrance. Reframing Organizations, 5th Edition, San Francisco: Jossey-Bass, 2013.
Bolman, Lee & Deal, Terrance. Reframing Organizations, 5th Edition, San Francisco: Jossey-Bass, 2013.
Full transcript