Issue link: https://beckershealthcare.uberflip.com/i/1372822
37 WOMEN'S LEADERSHIP 37 CEO / STRATEGY Why leaders should encourage some procrastination By Morgan Haefner P rocrastination at work — when done in moderation — may be helpful for problem-solving and creativity, according to a March 31 article published in the BBC. Creative insights are more common after incubation, when the mind fo- cuses on a different, undemanding task for a short period of time, psy- chologists and studies suggest. Incubation periods like walks, simple chores or watching a few YouTube videos can unlock the unconscious mind. During these breaks, the brain subconsciously continues to look for solutions for a task even if it's not in front of us. "For creativity, what you really need is looser, less focused thinking — and that seems to come with slight engagement in an undemanding task," according to the article. Leaders may find success in encouraging their employees to moderately procrastinate, rather than reprimanding them for taking breaks to work on unrelated tasks. Scheduling regular coffee breaks within meetings or providing space within the workplace to walk could bring about a new way to look at a pressing project. n Mass General execs face tension as they push hospitals to unify By Hannah Mitchell E xecutives at Boston-based Mass General Brigham are pushing to unify the system of loosely connected hospitals that have long held rivalries, and they're being met with tension, according to a March 27 article published by The Boston Globe. After announcing a rebrand from Partners HealthCare in late 2019, Mas- sachusetts' largest health system decided it was time its hospitals collab- orated instead of competing with each other. "We are evolving from what was really a holding company, Partners HealthCare, set up over a quarter of a century ago, into an integrated academic healthcare delivery system," Anne Klibanski, MD, CEO of Mass General Brigham, told the Globe. Corporate executives have said that maintaining Mass General Brigham's dominance in the state and boosting its global status relies on the hospi- tals working with each other. While many hospital leaders and physicians have welcomed the change, others are unhappy about the push to integrate hospital operations and losing their autonomy to corporate offices. In interviews with more than two dozen people inside and outside of Mass General, The Boston Globe reported that hospitals are no longer able to hire their own presidents, run their marketing campaigns, begin new projects, recruit physicians or set strategic plans. Corporate executives say the changes are necessary to attract and retain patients. n Top 10 healthcare companies for financial strength By Hannah Mitchell T en healthcare organizations were ranked for scoring high in financial strength by the Drucker Institute, according to a ranking published in e Wall Street Journal. For its "Management Top 250" ranking, the Drucker Institute measures organizations in five areas: customer satisfaction, employee en- gagement and development, innovation, social responsibility, and financial strength. Twenty-nine of the top 250 organizations are in the healthcare and life sciences sector. Here are the 10 healthcare organizations that received the highest score for financial strength: 1. Johnson & Johnson Overall rank: 9 2. Merck Overall rank: 11 3. Eli Lilly Overall rank: 39 4. AbbVie Overall rank: 46 5. Regeneron Overall rank: 84 6. Biogen Overall rank: 99 7. Vertex Pharmaceuticals Overall rank: 101 8. Bio-Rad Laboratories Overall rank: 156 9. DexCom Overall rank: 185 10. Amgen Overall rank: 26 n