Public health leadership is the practice of mobilizing people, organizations, and communities to effectively tackle tough public health challenges.1 Our population health goals include protecting and promoting equity and health, transforming people and place, ensuring a healthy planet, and achieving health equity. We are all public health leaders, and embodying and promoting equity is our core value.
Unless we meaningfully pursue eliminating workplace inequities in all its forms we will be hampered in addressing other inequities, including racial and health.
The nonconscious influence of cognitive biases Our comforting conviction that the world makes sense rests on a secure foundation: our almost unlimited ability to ignore our ignorance.
… Daniel Kahneman1
Table of Contents The nonconscious influence of cognitive biases System 1 and System 2 (a.k.a. the “elephant” and the “rider”) Cognitive biases in decision making 1. Protection of mindset 2. Personality and habits 3.
Leading transformation The Leading Population Health Framework (LPHF) is based on pursuing and acheiving essential population health goals:
protecting and promoting equity and health, transforming people and place, ensuring a healthy planet, and achieving health equity. Population health improvement requires a leadership philosophy and transformation (Figure 1):1
transforming self and interpersonal relationships, transforming teams and collaboratives, and transforming organizations and communities. The Leading Population Health Framework (LPHF) is based on a leadership philosophy and three necessary transformations.
Humility is the key to unleashing and supercharging personal and organizational performance improvement. However, not everyone feels comfortable introducing complex topics like cultural humility. I was fortunate to discover Professor Edward Hess’ book “Humility is the New Smart: Rethinking human excellence in the smart machine age.”1 I believe his book is a non-threatening, practical, and inspiring way to introduce humility to your staff. Based on Hess’ book, the article below is an excerpt from our population health lean reference document.
Building trust In organizations with high trust levels staff engage in honest, vigorous deliberations about important and sensitive topics, including strategy, budget cuts, ethics, equity, racism, discrimination, power, privilege, prejudice, interpersonal conflict, etc.
The word trust is used often but rarely defined. The word is thrown around as if everyone understands exactly what we mean. We attend countless meetings where “building trust” is emphasized. Building and restoring trust requires a thoughtful, systematic approach.
In 1998, Melanie Tervalon and Jann Murray-García published a groundbreaking article1 that challenged the concept of “cultural competency” with the concept of “cultural humility.” Cultural humility is committing to lifelong learning, critical self-reflection, and personal and institutional transformation. Accepting cultural humility means accepting that we can never be fully culturally competent. Cultural humility is the foundation for establishing trust and respectful relationships, and for managing differences and conflict. Cultural humility means