Katie Anderson

Use this active learning tool to reflect on and implement the lessons from the international bestselling book "Learning to Lead, Leading to Learn", and become a leading learner.

The "Learning to Lead, Leading to Learn Workbook" is perfect for organizations, teams, or individuals who are looking to take the lessons from Learning to Lead, Leading to Learn into their lives. It’s like having Katie Anderson right there alongside you, offering additional insights, lessons, principles, and… Show more

Use this active learning tool to reflect on and implement the lessons from the international bestselling book "Learning to Lead, Leading to Learn", and become a leading learner.

The "Learning to Lead, Leading to Learn Workbook" is perfect for organizations, teams, or individuals who are looking to take the lessons from Learning to Lead, Leading to Learn into their lives. It’s like having Katie Anderson right there alongside you, offering additional insights, lessons, principles, and practices so that you can truly lead with intention.

YOUR ENRICHED LEARNING EXPERIENCE
The 100+ page workbook is available as an electronic download for purchase on Katie Anderson's website (https://kbjanderson.com/workbook/), or you can buy the print version on Amazon. The workbook offers additional reflection questions, new exercises, and supplementary material to complement your learning experience of Katie Anderson's bestselling book "Learning to Lead, Leading to Learn".

As you progress through the Learning to Lead, Leading to Learn Workbook, expect to:

* Gain a real and deep understanding of your purpose as a person and a leader.
* Achieve clarity on the deliberate and effective actions you can take to align your purpose to set direction, provide support, and develop yourself.
* Identify your top business priority and define how you will support your team to achieve the goal.
* Develop your personal leadership credo.
* Develop a personal plan for improvement.

Packed with extended materials that augment the learning experience, it is often named as one of the most valuable tools of the Leading to Learn Accelerator, Katie Anderson's signature learning program. Show less

Step into the leader you know you can be....and that your people deserve. Within the pages of the award-winning leadership book "Learning to Lead, Leading to Learn", discover the secret to creating a successful people centered-culture and a leader's three-fold role in creating a meaningful impact.

If you've ever been mentored -- in business or in life -- by someone whose words, experiences, and perspectives changed you for the better, you know that an entire book of deep wisdom and… Show more

Step into the leader you know you can be....and that your people deserve. Within the pages of the award-winning leadership book "Learning to Lead, Leading to Learn", discover the secret to creating a successful people centered-culture and a leader's three-fold role in creating a meaningful impact.

If you've ever been mentored -- in business or in life -- by someone whose words, experiences, and perspectives changed you for the better, you know that an entire book of deep wisdom and honest reflection could change the world. For today's business professionals -- dedicated to continuous learning and people-centered leadership -- this is that book.

"Learning to Lead, Leading to Learn" is a leadership book that defies generational or cultural divides, offering a refreshing, proven perspective for all those who care to lead. It is much more than a collection of Isao Yoshino's personal stories and insights. It's a memorable, entertaining, and poignant way to highlight important leadership lessons, to record pivotal moments in Toyota's history, and to create something to help veteran and aspiring leaders reflect and learn about themselves.

Reflect on the questions that author Katie Anderson poses at the end of each section, and weave together your threads of purpose to create a lasting legacy and meaningful impact. Show less

This study examines a large, multispecialty practice’s journey of implementing a Lean management system beginning in primary care. We sought to understand initial drivers and barriers to implementation, with lessons contributing to a learning system of improvement in health care.

Methods
This case study was based on in-depth interviews with 16 physician and administrative leaders, and 4 focus groups of medical assistants and administrative staff.

Results
Respondents’… Show more

This study examines a large, multispecialty practice’s journey of implementing a Lean management system beginning in primary care. We sought to understand initial drivers and barriers to implementation, with lessons contributing to a learning system of improvement in health care.

Methods
This case study was based on in-depth interviews with 16 physician and administrative leaders, and 4 focus groups of medical assistants and administrative staff.

Results
Respondents’ insights were clustered around three main themes: organizational leadership, professional values/culture, and availability of resources. Informants described organizational characteristics critical to implementing Lean and to which they attributed its success so far, including: strong leadership and the importance that leaders embody qualities they are espousing, willingness to engage all levels of staff in the change process, and willingness to adjust performance measures according to new job roles. However, many noted that values and norms surrounding clinical practice are often at odds with the Lean principle of standardizing work to eliminate waste, representing the biggest challenge for physicians who are socialized into a culture where independent thinking and autonomy is valued. The availability of resources was also cited as an important factor in executing changes, including time to do one’s regular work while implementing change, time to absorb new ideas and changes, and proper space configurations to support the change.

Conclusions
Lean represents a non-traditional approach to managing the delivery of medical care. In a Lean operating system, value is seen first from the patient perspective and while this is a point of easy agreement, how that principle is operationalized can be fraught with challenges that must be negotiated. These challenges may be addressed in part by strong leadership and adequate resources. Show less

This study examines factors that contribute to change readiness among employees in an organization undergoing system-wide transformation.

Methods
Baseline data were collected from 706 physicians and staff in 19 primary care departments and 3 call centers in a large ambulatory care system. A validated, multi-dimensional Organizational Change Recipients’ Beliefs Scale was used to assess readiness to change.

Conclusions
Perceptions about work environment can affect employees’… Show more

This study examines factors that contribute to change readiness among employees in an organization undergoing system-wide transformation.

Methods
Baseline data were collected from 706 physicians and staff in 19 primary care departments and 3 call centers in a large ambulatory care system. A validated, multi-dimensional Organizational Change Recipients’ Beliefs Scale was used to assess readiness to change.

Conclusions
Perceptions about work environment can affect employees’ beliefs about changes being undertaken by their organization. Both employee engagement and ownership were instrumental in preparing non-physicians for change; only ownership affected physicians’ readiness to change. Burnout and tenure universally affected a perceived need for change. Encouraging staff participation in decision-making can help instill a sense of engagement and ownership among non-physicians, though alternative mechanisms must be sought for preparing physicians for change. Show less

James Hereford, Katie Anderson and Joy Hereford discuss the rapid adoption of a lean management system at the Palo Alto Medical Foundation, a large, physician-led multi-specialty group practice in California.

Publicizing patient safety data gives consumers the opportunity to shop for care and quality. Transparency arms consumers with critical comparison information that enables them to make informed choices among physicians and hospitals. Transparency is a phenomenon that is common among adult acute care hospitals, but it is quickly becoming more widespread among pediatric hospitals as they compete to care for the sickest young patients.

The history of governmental responses to the accumulation of scientific evidence about the harms of secondhand smoke (SHS) presents an intriguing case study of incremental public health policy development. Australia has long been considered a world-leader in progressive tobacco control policies, but in the last decade has fallen behind other jurisdictions in introducing SHS legislation that protects all workers. Bars, clubs and pubs remain the only public indoor spaces where smoking is legally… Show more

The history of governmental responses to the accumulation of scientific evidence about the harms of secondhand smoke (SHS) presents an intriguing case study of incremental public health policy development. Australia has long been considered a world-leader in progressive tobacco control policies, but in the last decade has fallen behind other jurisdictions in introducing SHS legislation that protects all workers. Bars, clubs and pubs remain the only public indoor spaces where smoking is legally permitted, despite SHS exposure in the hospitality industry being higher and affecting more people than in any other setting after domestic exposure. This paper examines the political dynamics that have shaped this incremental approach to SHS. Show less

Objectives. We describe tobacco industry strategies to defeat the Occupational Safety and Health Administration (OSHA) Indoor Air Quality rule and the implementation of those strategies.

Methods. We analyzed tobacco industry documents, public commentary on, and media coverage of the OSHA rule.

Results. The tobacco industry had 5 strategies: (1) maintain scientific debate about the basis of the rule, (2) delay deliberation on the rule, (3) redefine the scope of the rule, (4)… Show more

Objectives. We describe tobacco industry strategies to defeat the Occupational Safety and Health Administration (OSHA) Indoor Air Quality rule and the implementation of those strategies.

Methods. We analyzed tobacco industry documents, public commentary on, and media coverage of the OSHA rule.

Results. The tobacco industry had 5 strategies: (1) maintain scientific debate about the basis of the rule, (2) delay deliberation on the rule, (3) redefine the scope of the rule, (4) recruit and assist labor and business organizations in opposing the rule, and (5) increase media coverage of the tobacco industry position. The tobacco industry successfully implemented all 5 strategies.

Conclusions. Our findings suggest that regulatory authorities must take into account the source, motivation, and validity of arguments used in the regulatory process in order to make accurately informed decisions. Show less

OBJECTIVE To study the role of science related and other arguments in the development of workplace smoking regulations.

SUBJECTS Written commentaries and hearing transcripts on proposed indoor air regulations in Maryland and Washington.

RESULTS In both states, opposition to the regulations came primarily from the tobacco industry, small businesses, and business organisations and appeared to be coordinated. There was little coordination of public health support for the regulations.… Show more

OBJECTIVE To study the role of science related and other arguments in the development of workplace smoking regulations.

SUBJECTS Written commentaries and hearing transcripts on proposed indoor air regulations in Maryland and Washington.

RESULTS In both states, opposition to the regulations came primarily from the tobacco industry, small businesses, and business organisations and appeared to be coordinated. There was little coordination of public health support for the regulations. Arguments about science were used more often by those opposed to the regulations than by those in favour. Supporters emphasised the quantity of the evidence, while opponents criticised its reliability, validity, and quality. Arguments not related to science (61% of total arguments; 459/751), were more common than scientific arguments (39% of total arguments; 292/751). Economic and ideological arguments were used to a similar extent by regulation supporters and opponents.

CONCLUSIONS Advocates can support health related regulations by submitting commentary emphasising the sound research base for regulation and countering criticisms of research. National coordination of these efforts could avoid duplication of effort and make more efficient use of limited public health resources. Show less