LEADERSHIP
levels of urgency appropriately. Namely, it must enable some decisions to be taken at speed and without consultation when lives are at risk. Other decisions, meanwhile, will need to be taken and acted on with some explanation given afterwards to fulfil people’s right to know why choices have been made. However, there must also be an ability to acknowledge that some decisions are too important to be taken without any consensus and must therefore be based on a clear consultation with the relevant stakeholders before any action is taken. workplaces in many parts of the world rests on the credibility and the competence of those in charge of healthcare services and programmes, both public and private. The successful integration of new technologies and forms of communication will also necessitate the development of effective systems of moderation and security that prevent them from being misused. Moreover, there must be an appropriate focus on the ethical dimension of health, with a clear emphasis on social justice and ensuring health programmes benefit all. I leave you with a simple quote from Voltaire: “I have chosen to be happy because it is good for my health.” Conditions for success The future of good health in societies and
achieve meaningful common goals (sometimes referred to as the ‘velocity quotient’); and ethics, or the ability to act according to a set of morals. It is generally accepted that the emerging generation of leaders will face a series of major challenges loaded with positive and negative aspects. They must also adapt to the significant shifts taking place in our collective lives. This has a big impact on the way we manage our systems of healthcare. Specifically, I believe there are some key issues and developments that leaders must take on board with direct relevance to the health of individuals. These include the growing involvement of artificial intelligence in healthcare, from services and activities relating to hospitals, medicines and hygiene to research and the work of pharmaceuticals. Then, there are the implications of new findings regarding our human DNA and with reference to gene editing to consider. Leaders must also be aware of the role the mass media plays in the management of information related to health issues. Future changes to healthcare leadership How might we expect our systems of health education to change in the future? A number of trends and developments are already visible. One concerns the use of the media – in all its forms – to help healthcare service users adopt new technologies effectively and for their own benefit. For example, a user might visit a doctor armed with information gleaned from their own research into a health problem they are facing, having used ChatGPT. From the healthcare providers’ perspective, there are moves towards using AI technology across the entire spectrum of medical health, in partnership with human expertise. This will necessitate reshaping any related education and training. For example, an increasing number of health interventions, from the very minor all the way up to the use of surgery, may call on the support or direction of AI technology. Given the importance of positive encouragement and empathy in interactions between healthcare providers and service users, shifts towards the use of new technology will also require reinforcing the psychological and social side of any new or remodelled interfaces. As the Covid-19 pandemic has taught us, our health systems must be able to respond to an unexpected and dreadful epidemic with quick and decisive action, even when not much is known about the emerging threat. This means formulating a new set of democratic decision-making processes that is characterised by a flexibility to react to different
BIOGRAPHY Pierre Casse is the leadership chair at Iedc-Bled School of Management in Slovenia and the author of Leadership without Concessions and Leadership for a New World , as well as the co‑author with Paul George Claudel of Leading with Wisdom
Ambition | NOVEMBER 2024 | 19
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