Awarded third place in the 2024 AJN Book of the Year Awards in the Health Care Administration category

“The ‘Invisible Architecture’ is built on knowing, and acting on, what research tells us creates a great employee experience. Thank you, Joe and Bob, for writing a book whose time has come—and for your efforts to make healthcare better and better.”

-Quint Studer, MSE

Co-author, The Human Margin: Building the Foundations of Trust

"A must read and a great resource for every leader in today's transforming work environment."

-Tim Porter-O'Grady, DM, EdD, APRN, FAAN, FACCWS

Senior Partner, Health Systems, TPOG Associates

Clinical Professor, Emory University, SON

Registered Mediator

In the aftermath of the pandemic, preexisting challenges in healthcare organizations have intensified. Stress, burnout, staffing shortages, and even the erosion of trust in organizational leadership are pressing issues that need solutions.

Using construction as their metaphor, authors Joe Tye and Bob Dent make a compelling case that a healthcare organization’s Invisible Architecture—a foundation of core values, a superstructure of organizational culture, and the interior finish of workplace attitude—is no less important than its visible architecture.

In this third edition of Building a Culture of Ownership in Healthcare, readers will learn how investing in their organization and their people can enable a significant, successful change in productivity; employee engagement; nurse satisfaction, recruitment, and retention; quality of care; patient satisfaction; and positive financial outcomes.

TABLE OF CONTENTS

Chapter 1: Invisible Architecture

Chapter 2: From Accountability to Ownership

Chapter 3: The Foundation of Core Values

Chapter 4: The Superstructure of Organizational Culture

Chapter 5: The Interior Finish of Workplace Attitude

Chapter 6: Blueprinting a Culture of Ownership

Chapter 7: Three Essential Elements of a Culture of Ownership

Chapter 8: Personal Values and Organizational Values

Chapter 9: The Four Dimensions of Transformational Leadership

Chapter 10: Anatomy of a Change Movement: What the Movement to Ban Public Smoking Has to Teach Healthcare Leaders About Culture Change

Afterword

Epilogue