Speaker A When I was first asked to put something together, I thought I might show the the method and the process and the results of a very aggressive talent pool assessment and succession plan that we put together for the US. Medicare, Medicaid Services Organization. But I thought maybe it would be more useful. And what I've been putting together just now is to show you some of the unique slides that we use in training physician executives at our Harvard Medical School seminar that we put on one week a year. We have a joint venture with Harvard for putting that on. And this seminar is a variation of the On Leadership Seminar that Harry Levinson has been teaching for 45 years, starting back at the Meninger Clinic. Let me just tell you a little bit about who I am. I trained as a physician. I've always thought myself as a systems person. So I went to Case Western Reserve Medical School. At the time, it was the only place that had reorganized the pedagogy of medicine into a systems perspective. And that stuck with me. I've spent time on Indian reservations in Central America doing public health work. After I finished my psychiatric training at the school of public health, gerald Kaplan had a program on a mental health consultation, which I took and then was in the public health service for a couple of years. Ran a mental health center as medical director for about five years and then began doing some teaching with the Levinson Institute and eventually, about 1718 years ago, took it over. That's my connection. What convinced me to take it over was not Harry Levinson or the methodology of the Levinson Institute, but reconnecting with Elliot Jackson 1990, after not having seen him for ten years. And basically the 80s were when he put it all together. And so here in 1990, he'd put with CRA the consultancy model, together with army, had put the complexity of mental processing together. And so we began to introduce slowly, concepts of requisite organization into a very successful seminar that we had at Harvard for physician executives. This is now our 27th year with this seminar. So about 15 years ago, twelve years ago, I began to slowly introduce it with Harry Levinson sort of sneering at me on the side. But I thought it would be useful to have you see the concepts that really seem to help physicians move to a higher level than just improving their personal leadership effectiveness. So I find this is a very powerful way of engaging any group in any organizational setting. Just get them to focus on all of the noise that they have to deal with in the organization because of lack of clarity, lack of accountability, lack of authority. And this really gets them started. I then say, look, when I talk about a system's model, just like you as physicians, you learn about an entire system. And if you think about strategy as human intention, well, we deliver on human intention, sitting on a platform. What is it? Well, the human body doesn't exist for its anatomy. It doesn't exist for its physiology. It exists, if you will, to accomplish human things, human endeavors, to achieve intentions. But if you don't have good anatomy.
