Barbara Norris Leading Change in General Surgery Unit Boris Groysberg Nitin Nohria Deborah Bell 2009
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“There are very few individuals who inspire me on a daily basis — and yet one of those is Barbara Norris. She has led the successful creation of a new multidisciplinary General Surgery Unit at the Brigham & Women’s Hospital, in Boston. I’ve known Barbara for over a decade, and during that time she has never once let me down. browse around these guys Her commitment and energy to her work has been absolutely transformative. She is the first person to say: ‘It’s all about the people’. Her approach to
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Barbara Norris became Chief Executive Officer (CEO) of Surgery Center of the Carolinas, Inc. On June 1, 2004. The Center has 25 ambulatory surgery facilities with 300 employed physicians and 1,000 hospital employees. Achieving Quality Improvement Through Organizational Changes Barbara Norris recognized that Surgery Center of the Carolinas was lagging behind in terms of overall quality of patient care and satisfaction. In 20
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Academic, high-pressure, uncompromising, and tough leadership. “If one is not a good team player, there is a good chance that one will be a team critic.” Barbara Norris is the chief executive of General Surgery Unit at Beth Israel Medical Center (BIHC), a world-renowned medical center in New York City. She is a pioneer in patient-centered care, community-based surgical outcomes, and a champion of interprofessional collaboration, including surgical residents and medical students.
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In a time of crisis, when everything we thought was working stopped working — Barbara Norris, general surgeon, started to look at the situation differently. She and her colleagues were facing a crisis in the 5th surgical floor of a large public teaching hospital. The units in the floor were small, understaffed, under-resourced. They needed new surgical equipment to replace worn-out and malfunctioning machines. They needed new medical technology to replace outdated equipment. The hospital’s central supply chain was dysfunctional. the original source The hospital had ins
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1. to the topic “An analysis of the effects of the ‘change’ initiative led by the General Surgery unit at Harvard Hospital. The ‘change’ was initiated under the leadership of Dr. Barbara Norris in the summer of 2008. The aim was to enhance surgical care delivery to patients in a complex surgical environment that includes a number of complex medical procedures. The aim of this study is to describe the key elements of the change initiative, its development and implementation process, its impact on quality of care, and the ways in
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Barbara Norris is a general surgery physician at the University of California at Davis Medical Center’s general surgery unit. She has been at this unit for a few years now, and it is clear she is taking on a leadership role in her field. I first became aware of her during the summer of 2007, when I met her. At the time, she was leading a major project for the hospital: the renovation of a six-story surgical building that had been completed in the previous few months. She was also overseeing a