Seth Godin's blog post "Senior Management" got me thinking about the magnitude of change required to truly bring about transformation of today's healthcare systems and the leadership 'will, ideas and means' to make that happen. How can entrenched 'old timers' make room for and embrace the new, breakthrough ideas of younger colleagues?
From his post:
Worth quoting--one of Arthur C. Clarke's lesser known three laws: "When a distinguished but elderly scientist states that something is possible, he is almost certainly right. When he states that something is impossible, he is probably wrong."
The paradox is that by the time you get to be senior, the decisions that matter the most are the ones that would be best made made by people who are junior...
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