that set numerous precedents in Canadian health care This 2/8 100% + Dovepres presents an example of a servant leader and tells the story of competition that carried on for many decades. This dispute the remarkable change effort he led. culminated in the demolition of St Michael's Hospital in Kevin Cowan is the former CEO of St Michael's Health Centre (SMHC) in Lethbridge, Alberta, Canada. From 2001 community members. to 2008, Cowan led an effort that changed this health care organization from one that was underperforming and on the verge of bankruptey, to a thriving and innovative organization health care providers to provide services. These providers are that set numerous precedents in Canadian health care. This 1997, against the wishes of its leaders, staff, and many The Canadian health care system is primarily publicly funded, but relies on many private for-profit and nonprófit article describes the strategies used by Coman in thhn service contracts by government agencies and provide effort. These are not grandiose theories but, rather, simple Hospital was solely reliant on the provincially funded strategies that have become folklore in the organization. By Chinook Health Region (CHR) for funding. (The CHR "simple," I mean that they are practical and attainable to merged with all other Alberta health regions to form Alberta the majority of everyday managers. The simplest strategies are sometimes the most ingenious, when mixed with hard work and an intentional and intelligent methodology for implementing them. The research for this article was conducted through the hospital was demolished, the organization rebranded article describes the strategies used by Cowan in this change services within those contracts. By the 1990s, St Michael's that nave become i Health Services in 2009; this same year, SMHC merged with ten other Catholic health care organizations to form Covenant Health. Cowan initially took on the role of vice president and then consultant in this new organization.) After the author's personal observations of Cowan's legacy and folklore as an employee at itself as SMHC. SMHC took over a nursing home and SMHC (now Covenant Health) began forging its identity in seniors care. Partly to pacify from 2009 to the present. The author interviewed seven the SMHC community supporters, CHR agreed to build a former counterparts of Cowan, including the former board long-term and palliative care facility on the old St Michael's chairman and six of Cowan's former direct reports. These Hospital site, which opened in 2000. CHR then leased it to interviewees also provided feedback on early drafts of this article. The author reviewed every newspaper article pub- to provide services. the SMHC organization with a funding agreement for SMHC lished about Cowan and SMHC in The Lethbridge Herald Throughout the 1990s, SMHC and CHR continually (the local newspaper) from 2000 to 2008. As far as the battled over funding arrangements. SMHC finally appealed author is aware, this is the first published research article describing this change effort. Where possible, publically but he ruled against SMHC in August 1998. CHR served accessible direct evidence of the information below is cited to the Alberta Minister of Health to settle this dispute, notice a few weeks later that it was terminating its funding appropriately. Background Early organizational challenges In 1929, the Sisters of St Martha bought an old hospital in the prairie town of Lethbridge, Alberta, Canada and, in 1931, they built St Michael's Hospital on the outskirts of this arrangement with SMHC, which would have dissolved the SMHC organization. The SMHC board scrambled to appease CHR leaders and negotiated a suitable arrangement that kept the organization alive. In late 1998, the SMHC board also separated from their long-time chief executive officer (CEO). In an interview before he left, he stated he town. It was run by the sisters for 56 years, and then turned over to professional managers in 1985. While originally was relieved to be laid off, and that "I no longer have to put up with a lot of the garbage handed around here the last while." An interim CEO took his place while the board run on private donations and support, like most Canadian searched for a replacement. hospitals, it continually became more reliant on govern- ment tax dollars. In this way. St Michael's Hospital found that it slowly forfeited its autonomy as it slowly grew more dependent on government funding to operate. The Catholic one that was reiterated by a number of people who worked hospital also immediately generated an ongoing dispute there. In May 2000, the licensed practical nurses (LPN5) over the existence of a Catholic hospital in a city with many non-Catholics; a dispute that carried on for many decades. at the facility seemed excited about providing seniors care Further, the provincial government built a new hospital a By 2000, SMHC may have been one of the worst places to work in Canada in terms of labor relations, employee morale, and management style. This is a subjective observation but and health care aides went on strike at SMHC. Few people and they longingly dreamed of the days of providing acute few blocks away, which enraged another dispute and incited care as a renowned hospital. Prisen PgUp Home Insert End Pg Dn Delete om/Sd01252a127d8/28914?X-Blackboard-Expiration=16444512000008X-Blackboard-Signature=BUVoQDWyenILpEY 2 / 8 + | E O 100% Dovepe presents an example of a servant leader and tells the story of the remarkable change effort he led. competition that carried on for many decades. This dispute culminated in the demolition of St Michael's Hospital in Kevin Cowan is the former CEO of St Michael's Health Centre (SMHC) in Lethbridge, Alberta, Canada. From 2001 to 2008, Cowan led an effort that changed this health care 1997, against the wishes of its leaders, staff, and many community members. The Canadian health care system is primarily publicly organization from one that was underperforming and on the funded, but relies on many private for-profit and nonprófit verge of bankruptcy, to a thriving and innovative organization health care providers to provide services. These providers are that set numerous precedents in Canadian health care. This article describes the strategies used by Cowan in this change effort. These are not grandiose theories but, rather, simple Hospital was solely reliant on the provincially funded strategies that have become folklore in the organization. By Chinook Health Region (CHR) for funding. (The CHR "simple," I the majority of everyday managers. The simplest strategies are sometimes the most ingenious, when mixed with hard with ten other Catholic health care organizations to form work and an intentional and intelligent methodology for implementing them. The research for this article was conducted through the hospital was demolished, the organization rebranded given service contracts by government agencies and provide services within those contracts. By the 1990s, St Michael's I mean that they are practical and attainable to merged with all other Alberta health regions to form Alberta Health Services in 2009; this same year, SMHC merged Covenant Health. Cowan initially took on the role of vice president and then consultant in this new organization.) After the author's personal observations of Cowan's legacy and itself as SMHC. SMHC took over a nursing home and folklore as an employee at SMHC (now Covenant Health) began forging its identity in seniors care. Partly to pacify from 2009 to the present. The author interviewed seven the SMHC community supporters, CHR agreed to build a former counterparts of Cowan, including the former board long-term and palliative care facility on the old St Michael's chairman and six of Cowan's former direct reports. These Hospital site, which opened in 2000. CHR then leased it to interviewees also provided feedback on carly drafts of this the SMHC organization with a funding agreement for SMHC article. The author reviewed every newspaper article pub- to provide services. lished about Cowan and SMHC in The Lethbridge Herald Throughout the 1990s, SMHC and CHR continually battled over funding arrangements. SMHC finally appealed to the Alberta Minister of Health to settle this dispute, (the local newspaper) from 2000 to 2008. As far as the author is aware, this is the first published research article describing this change effort. Where possible, publically but he ruled against SMHC in August 1998. CHR served accessible direct evidence of the information below is cited notice a few weeks later that it was terminating its funding appropriately arrangement with SMHC, which would have dissolved the SMHC organization. The SMHC. board scrambled to Background Early organizational challenges In 1929, the Sisters of St Martha bought an old hospital in board also separated from their long-time chief executive appease CHR leaders and negotiated a suitable arrangement that kept the organization alive. In late 1998, the SMHC the prairie town of Lethbridge, Alberta, Canada and, in 1931, they built St Michael's Hospital on the outskirts of this town. It was run by the sisters for 56 years, and then turned put up with a lot of the garbage handed around here the last officer (CEO). In an interview before he left, he stated he was relieved to be laid off, and that "I no longer have to over to professional managers in 1985. While originally while." An interim CEO took his place while the board run on private donations and support, like most Canadian hospitals, it continually became more reliant on govern- ment tax dollars.' In this way, St Michael's Hospital found that it slowly forfeited its autonomy as it slowly grew more searched for a replacement. By 2000, SMHC may have been one of the worst places to work in Canada in terms of labor relations, employce morale, and management style. This is a subjective observation but dependent on government funding to operate. The Catholic one that was reiterated by a number of people who worked hospital also immediately generated an ongoing dispute there. In May 2000, the licensed practical nurses (LPNS) and health care aides went on strike at SMHC. Few people at the facility seemed excited about providing seniors care and they longingly dreamed of the days of providing acute over the existence of a Catholic hospital in a city with many non-Catholics; a dispute that carried on for many decades. Further, the provincial government built a new hospital a few blocks away, which enraged another dispute and incited care as a renowned hospital. PrtSch F12 Home Insert Backspace

Question

Leadership Strategies: The article discusses four major strategies that Cowan used in leading SMHC listed in bullets below.Choose and describe the strategy that you think was most effective and why you believe it was the strategy that worked best for Cowan in SMHC's turnaround.

a. Get in their face

b. Offer to serve, rather than be served

c. Weed the garden

d. Give the credit away.