$15,000 - $20,000
Eric J. McNulty is Associate Director and Program Faculty at the National Preparedness Leadership Initiative (NPLI) at Harvard University and the Program for Healthcare Negotiation, and Conflict Resolution and Instructor at the Harvard T.H. Chan School of Public Health. McNulty is also Program Co-Director of the Leading in Health Systems executive education program at the Chan School. He teaches leadership, negotiation, and conflict resolution at the Chan School and in multiple executive/physician education programs at Harvard (including Harvard Medical School), MIT, the University of California San Diego Health, and UMass Medical Center.
McNulty is the co-author of You’re It: Crisis, Change, and How to Lead When it Matters Most (PublicAffairs, 2019). McNulty is also -author Renegotiating Health Care: Resolving Conflict to Build Collaboration (Jossey-Bass, 2011). He is author of e-books on leadership and more than 200 bylined articles in respected publications such as Harvard Business Review, Leader to Leader, and Sloan Management Review.
McNulty has spoken at conferences and other events, developed content, led trainings and workshops, and facilitated meetings for organizations such as Accenture, Charles Schwab, Coca-Cola, the Conference Board, Harvard Business Publishing, Humana, IBM, Microsoft, UPS, and other major organizations subject to confidentiality restrictions.
He is a member of the Leadership Communications Council at the University of Virginia’s Darden School of Business, the Advisory Council of Crisis Response Journal, and the Future Vision Committee at Disaster Recovery Institute International. He is also a review editor at Frontiers in Public Health.
Navigating Turbulent Times: Building Communities of Leading
Facing ever-more complex challenges, how we think about leading needs to change as well. Drawing on extensive research on leading through crisis and change as well as compelling examples, Eric reveals how to tap into the power of humans' natural collaborative instincts to build a high performance, high commitment healthcare organization.
Leading Through Crisis and Change
Never has healthcare been more turbulent: Burnout and staff shortages, new technologies, rising inequities, and evolving business models are but a few of the factors driving change. Guiding a team or organization through such change begins with becoming comfortable with ambiguity that you, you, your team, or your board off kilter. McNulty shows how effective change leaders build islands of certainty that spur engagement in change and foster resilience through adversity.
The Deeply Human, Deeply Social Future of Healthcare Work
While the bells-and-whistles of the latest technology get the most attention, people will continue to want to work together. We are a social species with instinctual urges to collaborate. The future of healthcare work will call people to team up to tackle ever-more complex problems with greater urgency. That means a transition from organizations built for stability and predictability to structures optimized for fluidity and adaptive capacity. McNulty explains how to lead an organizations with the ability to sense-and-respond rapidly amidst ambiguity and unpredictability.
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