title: A system of system lenses for leadership decision-making.
abstract: The sheer volume and dynamics among system agents in healthcare makes decision-making a daunting task at all levels. Being clear about what leaders mean by "healthcare system" is critical in aligning system strategy and leadership decision-making. This article presents an emerging set of lenses (ideology and beliefs, rational and irrational information processing, interpersonal social dynamics, process and value creation, and context) to help frame leadership decision-making in healthcare systems.
authors.affiliation: School of Leadership Studies, Royal Roads University, Victoria, British Columbia, Canada. phil@clswest.com.
authors.forename: Phil
authors.initials: P
authors.lastname: Cady
mesh_terms: D003657:Decision Making; D003659:Decision Making, Organizational; D003695:Delivery of Health Care; D006801:Humans; D007857:Leadership; D015279:Organizational Culture