Becker's Hospital Review

30 POPULATION HEALTH 30 CEO/STRATEGY Growth mindset: 5 misconceptions By Leo Vartorella T he concept of growth mindset has become more popular, though there are a number of myths about the philosophy that deserve to be debunked, according to the Harvard Business Review. Growth mindset is the idea that people are capable of improving their skills, and developing them is the purpose of their work. Here are five misconceptions about the concept: 1. Growth mindset means striving for business growth. A growth mindset implies a con- tinuous personal journey and should not be considered a means of achieving higher profits. 2. Businesses, not people, can have growth mindsets. Since businesses cannot think critical- ly about performance and potential, they cannot have growth mindsets. Leaders can encour- age employees to cra their own growth mindsets by cultivating a culture around particular habits, but employees cannot be forced to adopt them. 3. Growth is limitless. Growth should be centered on particular skills or goals and is ineffec- tive if is unfocused and abstract. 4. Growth mindset is binary. A growth mindset is not an all-encompassing way of thinking that one either has or doesn't have; it can be selectively applied to areas of a person's life. 5. Growth mindset means having a positive attitude no matter what. Some employers use growth mindset as an excuse to criticize employees who are struggling, but a true growth mindset does not assume people have infinite resources. Instead, it encourages the idea that these employees can improve over time. n Amazon, JPMorgan, Berkshire venture to start small, tackle tech first, Dimon says By Julie Spitzer M uch like how Amazon began by selling books before blos- soming into the empire it is today, JPMorgan Chase CEO Jamie Dimon said his partnership with Jeff Bezos and Warren Buffett will start small before making it big, according to an interview with CNBC. In January, Amazon, JPMorgan and Berkshire Hathaway embarked on an effort to cut healthcare costs for their collective 1.1 million workers. The joint venture hasn't disclosed much information about its intentions, but it has tapped Atul Gawande, MD, a well- known surgeon and author, to lead it. "I want to do a better job, and we're going to put more brainpower, more capability to figure out how we can make you healthier and happier with better satisfaction," Mr. Dimon said. "We're totally in-line with Jeff Bezos and Warren Buffett — Amazon and Berkshire." Mr. Dimon suggested the venture will follow a nonprofit model and likely start by targeting technology solutions that would simplify the U.S. healthcare system. However, it will start small, much like Amazon in the 1990s. "This is an absolute critical issue and all of us have a long-term view and we've been through the amount of money spent on fraud, administra- tion, end-of-life, the misuse of drugs, [among others]," Mr. Dimon told CN- BC's Wilfred Frost. "I'll remind people that Jeff Bezos, when he started Ama- zon, he might have had visions about the 'everything store,' but he started with books. And he spent 10 years getting books right." "So we may [spend] a bunch of time getting one piece of it right, and test- ing various things to see what works," he added. n Secret team to 'kill the old healthcare model' launches at Florida Hospital By Alyssa Rege O rlando-based Florida Hospital President and CEO Daryl Tol said the hos- pital has created a secret team called Project Fulcrum to "kill the old healthcare model," according to the Orlando Sentinel. Here are three things to know: 1. Mr. Tol, who also serves as president and CEO of the central Florida division and executive vice president of Altamonte Springs, Fla.-based Adventist Health System, did not discuss many details of Project Fulcrum, but said the idea behind the team came from tech companies' concealed efforts to disrupt healthcare, like Amazon's secret health team 1492. "The idea is internal disruption. The team is working on it full time. They're sep- arated from the meetings, emails, everything," Mr. Tol said, according to the re- port. "Google and Amazon use a very sophisticated internal disruption model, where they encourage failure. Google has dozens of teams that are constantly pushing. Healthcare lacks that prodding and we wanted to start that." 2. Mr. Tol said the project began earlier in 2018 with a core team of eight ex- perts from both within and outside of the healthcare industry. Members include individuals from the banking, retail, engineering and healthcare fields. 3. The team, which is reportedly working with international advertising and con- sulting firm R/GA, will have tangible products and solutions, but it is unclear when those solutions will be shared with the public, Mr. Tol said. The team's ideas will initially be adopted at Florida Hospital, with the potential to be inte- grated across its parent company, Adventist Health System. n

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