Notes

1. Dolan, T. (2008) “Newark and Its Gateway Complex, Part 3: A Weakened City.” Newark Metro, Rutgers Online. http://www.newarkmetro.rutgers.edu/reports/display.php?id=17&page=3; accessed May 25, 2019.

2. Abrams, M. K. (2014) “Medical Homes: An Evolving Model of Primary Care.” To the Point, Commonwealth Fund. February 25.

3. Fisher, R. L. (2020) “A Primary Care Physician at His Peak Is Forced into Early Retirement.” MedPage Today. January 6, p. 2.

4. LeBlanc, S. (2020) “Baker’s State of the Commonwealth Address Goals: Climate, Transportation, Health Care.” Berkshire Eagle. January 21.

5. Ofri, D. (2019) “The Business of Health Care Depends on Exploiting Doctors and Nurses.” New York Times. June 8.

6. Brown, T., and S. Bergman. (2020) “Our Health Record Mess.” New York Times. January 1, p. A19.

7. Conversation with Denise Duncan, president of United Nurses Associations of California, February 25, 2020.

8. Abelson, R., and M. S. Sanger-Katz. (2019) “Medicare for All Would Abolish Private Insurance. ‘There’s No Precedent in American History.’” New York Times. March 23, p. A1.

9. Tucker, A. T., S. J. Singer, J. E. Hayes, and A. Falwell. (2008) “Front-Line Staff Perspectives on Opportunities for Improving the Safety and Efficiency of Hospital Work.” Health Services Research 43, no. 5, part 2 (October), p. 1826.

10. In countries such as Sweden, Norway, and Germany, there exists national legislation to give workers the right to participate in workplace decisions.

11. Elden, M., and M. Levin. (1991) “Cogenerative Learning: Bringing Participation into Action Research.” In Participatory Action Research, edited by W. F. Whyte. Newbury Park, CA: Sage Publications, pp. 127–43.

12. U.S. Bureau of Labor Statistics, Economic News Release; figures for 2017.

13. Ibid.

14. Baily, M. N., and R. Z. Lawrence. (2004) “What Happened to the Great U.S. Job Machine? The Role of Trade and Electronic Offshoring.” Washington, DC. Brookings Papers on Economic Activity 2, pp. 211–84.

15. Ibid.

16. Ibid.

17. The American Federation of Teachers/Nurses and Health Professionals, the Committee of Interns and Residents, Doctors Council, and Service Employees International Union.

18. Lazes, P., S. Gordon, and S. Samy. (2012) “Excluded Actors in Patient Safety.” In First Do Less Harm: Confronting the Inconvenient Problems of Patient Safety, edited by R. Koppel and S. Gordon. Ithaca, NY: ILR Press/Cornell University Press, pp. 93–122.

19. Ofri (2019) “The Business of Health Care Depends on Exploiting Doctors and Nurses.”

20. Kania, J., and M. Kramer. (2011) “Collective Impact.” Stanford Social Innovation Review, Winter, pp. 20–29.

21. Ibid.

22. Interview with William Quintana, October 12, 2013.

23. Meaningful work is considered work that is challenging, where one gets feedback in a timely manner. (Hackman, J. R., and G. R. Oldham. [1980] Work Redesign. Reading, MA: Addison-Wesley).

24. Unions such as Amalgamated Clothing and Textile Workers and the United Steelworkers had similar points of view.

25. Reuther, W. (1941) 500 Planes a Day. Pamphlet. American Council on Public Affairs, 1941.

26. Greenhouse, S. (2019) Beaten Down, Worked Up: The Past, Present, and Future of American Labor. New York: Alfred A. Knopf, pp. 96–97.

27. Herzberg, F. (1968) “One More Time: How Do You Motivate Employees?” Harvard Business Review, pp. 46–57.

28. U.S. Senate Subcommittee on Employment, Manpower, and Poverty, July 25, 1972.

29. Scheiber, N. (2019) “Workers Chase Spoils of Boom on Picket Lines.” New York Times. October 20, p. 20.

30. Guest, R. H. (1979) “Quality of Work Life—Learning from Tarry-town.” Harvard Business Review, sec. 57 (July), pp. 15–28.

31. Ibid.

32. Ibid.

33. Hevesi, D. (2007) “Irving Bluestone, 90, Top U.A.W. Negotiator, Dies.” New York Times. November 21.

34. Guest, R. H. (1979) “Quality of Work Life—Learning from Tarry-town,” p. 9.

35. Ibid., p. 9.

36. Ibid., p. 11.

37. Ibid., p. 20.

38. Greenberg, P. D., and E. M. Glaser. (1980) “Some Issues in Joint Union-Management Quality of Worklife Improvement Efforts.” Psyc-CRITIQUES 25, no. 12 (May), pp. 1–95.

39. Walton, R. E. (1973) “Quality of Working Life: What Is It?” Sloan Management Review 15, no. 1, pp. 11–21.

40. Ibid.

41. McLeod, A. D., P. Lillrank, and N. Kano. (1991) “Continuous Improvement: Quality Control Circles in Japanese Industry.” Journal of Asian Studies 50, no. 2, p. 416.

42. QWL teams were not to work on labor contract issues.

43. Conversation with William Quintana, November 11, 2012.

44. In fact, their initial consultant, Sid Rubinstein, was trained on the approach of quality control circles and provided the consulting to the Tarrytown GM plant.

45. Hayward, S. G., B. C. Dale, and V. C. M. Frazer. (1985) “Quality Circle Failure and How to Avoid It.” European Management Journal 3, no. 2, pp. 103–11.

46. Elden, M., and M. Levin. (1991) “Cogenerative Learning.”

47. A sidebar agreement is an agreement between labor and management that becomes part of their labor agreement as an amendment.

48. Although a job might change, no employee would be laid off as a result of Labor-Management Partnership activities.

49. In 1997, Kaiser Permanente established a similar worker involvement process that focused on unit-based teams similar to the quality control circles of GM’s Tarrytown assembly plant.

50. Lazes, P., and A. Costanza. (1984) “Xerox Cuts Costs Without Layoffs Through Union-Management Collaboration.” U.S. Department of Labor—Bureau of Labor-Management Relations and Cooperative Programs. July, pp. 1–7.

51. Ibid.

52. Klingel, S., and A. Martin. (1988) A Fighting Chance: New Strategies to Save Jobs and Reduce Costs. Ithaca, NY: ILR Press/Cornell University Press.

53. Lazes, P., and J. Savage. (2000) “Embracing the Future: Union Strategies for the 21st Century.” Journal for Quality and Participation 23, no. 4 (Fall), pp. 18–23.

54. Reid, R., K. Coleman, E. Johnson, P. Fishman et al. (2010) “The Group Health Medical Home at Year Two: Cost Savings, Higher Patient Satisfaction, and Less Burnout for Providers.” Health Affairs 29, no. 5 (May), pp. 835–43.

55. Ibid., p. 841.

56. Christensen, C. M., J. H. Grossman, and J. Hwang. (2009) The Innovator’s Prescription: A Disruptive Solution for Health Care. New York: McGraw Hill.

57. Klingel, S., and A. Martin (1988) A Fighting Chance.

58. Lazes was the consultant for Xerox and ACTWU from 1980 to 1987 and suggested the approach of the SAT process as a method to reduce manufacturing costs.

59. Maimonides Medical Center. (2007) “Creating Competitive Advantage in a Changing Health Care Environment through Worker Participation: Strategic Alliance Report 2007.” Brooklyn, NY: Maimonides Medical Center, p. 6.

60. Christensen, C. M., J. H. Grossman, and J. Hwang. (2009) The Innovator’s Prescription.

61. Ibid.

62. Rae-Dupree, J. (2009) “Disruptive Innovation, Applied to Health Care.” New York Times. February 1.

63. Emery, F. E., and E. Thorsrud. (1969) Form and Content in Industrial Democracy. London, UK: Tavistock Institute, p. 88.

64. Schiller, B. (1977) “Industrial Democracy in Scandinavia.” Annals of the American Academy of Political and Social Science, no. 431 (May), pp. 63–73.

65. Ibid.

66. Ibid.

67. Emery, F. E., and E. Thorsrud. (1969) Form and Content in Industrial Democracy.

68. Ibid., p. 188.

69. Schiller, B. (1977) “Industrial Democracy in Scandinavia,” p. 69.

70. Trahair, R. (2015) Behavior, Technology, and Organizational Development: Eric Trist and the Tavistock Institute. New Brunswick, NJ: Transaction Publishers.

71. Trist, E. (1981) The Evolution of Socio-technical Systems: A Conceptual Framework and an Action Research Program. Toronto, Canada: Ontario Quality of Working Life Centre.

72. The Tavistock Institute was established after World War II to determine how to improve the effectiveness of organizations and to understand some of the psychodynamic factors, both in groups and individually, that contribute or weaken these opportunities.

73. Trahair, R. (2015) Behavior, Technology, and Organizational Development, p. 143.

74. Trist and Emery ended up documenting, through numerous papers and several books, how organizations use socio-technical systems as a means for creating more productive work systems and more meaningful work for workers.

75. Trahair, R. (2015) Behavior, Technology, and Organizational Development, p. 143.

76. Sandberg, A. (1994) “Volvoism at the End of the Road? Does the Closing-Down of Volvo’s Uddevalla Plant Mean the End of Human-Centered Alternative to a Toyotism?” The Swedish Center for Working Life.

77. These were human resources approaches to help deal with morale issues. Herzberg, Hulin, and Blood were key scholars who identified the importance of job enlargement and enrichment.

78. Sandberg, A. (1994) “Volvoism at the End of the Road?”

79. Taylor, L. K. (1973) “Worker Participation in Sweden.” Industrial and Commercial Training 5, no. 1 (January).

80. Sandberg, A. (1994) “Volvoism at the End of the Road?”

81. Ibid.

82. Ibid.

83. Doing what is needed to get the work done by disregarding current work policies.

84. Conversation with Kjeld Lisby, November 4, 2015.

85. More common have been industrial incubators that are used to help innovate and bring new products to market quickly.

86. Interview with Kristine Rasmussen, November 2, 2015.

87. Interview with Jasper Bredmose Simasen, November 4, 2015.

88. Interview with Kjeld Lisby, November 4, 2015.

89. Anderson, I. (1996) “Ethics and Health Research in Aboriginal Communities.” In Ethical Intersections: Health Research, Methods and Researcher Responsibility, edited by Jeanne Daly. Sydney, Australia: Allen & Unwin Press, pp. 513–65.

90. Baum, F., C. MacDougall, and D. Smith. (2006) “Participatory Action Research.” Journal of Epidemiology and Community Health 60, no. 10 (Oct.), pp. 854–57.

91. Ibid., p. 856.

92. Ibid., p. 857.

93. Weisbord, M. (2004) Productive Workplaces Revisited: Dignity, Meaning, and Community in the 21st Century. San Francisco: Jossey-Bass.

94. Putnam, R. D., and L. M. Feldstein. (2003) Better Together: Restoring the American Community. New York: Simon & Schuster.

95. Maimonides Medical Center (2007) “Creating Competitive Advantage in a Changing Health Care Environment through Worker Participation.”

96. Lazes was the director of the Healthcare Transformation Project at Cornell’s ILR School from 2007 to 2016.

97. Interview, W. Edwards Deming and Bill Scherkenbach, February 15, 1984: “The Leadership We Need in Our Organizations.”

98. Collaborative leadership is a style of organizational management that fosters the roles of labor and management as co-leaders who encourage frontline staff to share their knowledge and expertise about problems in their institution. Collaborative leaders enable staff to identify and solve problems that they experience firsthand and to implement their solutions. Such an approach encourages staff to eventually become leaders in their organization.

99. Richard, B. (2015) The Other New York: A Story About Human Transformation. Kingston, NY: Bruce Richard.

100. Rubinstein, S., and T. Kochan. (2001) Learning from Saturn: Possibilities for Corporate Governance and Employee Relations. Ithaca, NY: ILR Press/ Cornell University Press, p. 19.

101. New York State Nurses Association (NYSNA) joined the partnership soon after it officially was started by Pam Brier and John Reid.

102. Focus group of co-chairs conducted on November 3, 2007.

103. Maimonides Medical Center. (2007) “Creating Competitive Advantage in a Changing Health Care Environment through Worker Participation.”

104. The unions at Maimonides included SEIU 1199, representing workers other than nurses; the New York State Nurses Association, representing nurses; and the Committee of Interns and Residents, representing interns and residents.

105. Rudden, M. G., P. Lazes, and J. Newman. (2013) “The Impact of Social Hierarchies on Efforts at Organizational Change: Comparing Two Approaches from the Tavistock Institute for Human Relations.” International Journal of Applied Psychoanalytic Studies 10, no. 3, pp. 267–84.

106. The Labor-Management Project was created by the League of Voluntary Hospitals and Homes of New York and SEIU 1199 in 1999 to assist League hospitals and nursing homes to develop Labor-Management Partnership activities.

107. Kania, J., and M. Kramer. (2013) “Embracing Emergence: How Collective Impact Addresses Complexity.” Stanford Social Innovation Review. January 21, pp. 1–7.

108. Interview with Diane Factor, September 15, 2016.

109. I, along with other colleagues from the Healthcare Transformation Project of Cornell’s ILR School, provided research assistance to Maimonides’ Labor-Management Partnership Process.

110. Interview with Susan Goldberg, October 15, 2015.

111. Interview with a senior executive of LA-DHS, May 12, 2014.

112. Brown, T. (2018) “Fixing American’s Health Care System.” American Journal of Nursing 118, no. 11 (November), p. 62.

113. Conversation with Gilda Valdez, July 14, 2015.

114. The Medicaid waiver provided additional funds to Los Angeles County for upward of 250,000 uninsured patients.

115. Abrams, M. K. (2014) “Medical Homes: An Evolving Model of Primary Care.”

116. Improving the patient experience focuses primarily on patient satisfaction scores—which measure how satisfied patients are receiving care.

117. Gesulga, J., A. Berjame, K. S. Moquiala, and A. Galido. (2017) “Barriers to Electronic Health Record System Implementation and Information System Resources: A Structured Review.” Procedia Computer Science 124 (2017), pp. 544–51.

118. Interview with Patricia Castillo, director of health services, SEIU Local 721, May 11, 2015.

119. Ibid.

120. Interview with Nicole Moore, director of CITs at LA-DHS, October 15, 2016.

121. Ibid.

122. California’s Section 1115 Medicaid Waiver Public Hospital Redesign and Incentives in the Medi-Cal (PRIME) program requires the County of Los Angeles to meet or exceed 74 health measures covering a range of activities such as cancer screening and chronic disease management. In 2018, LA-DHS earned 99 percent of available incentive funding available through the PRIME program, amounting to over $222 million. Projects initiated by individual CITs and spread to the rest of the MLK facility have shown sustained improvement, with demonstrated gains in each year of the PRIME program.

123. Material obtained from the Los Angeles County Productivity and Quality Commission—Certificate of Recognition, October 16, 2019.

124. Conference call with Dr. David Campa, March 13, 2019.

125. Ibid.

126. The King Outpatient Center’s patient satisfaction scores from July 2018 to July 2019.

127. LA-DHS funds paid for training staff for new jobs, for 15 internal consultants (Healthcare Transformation Advocates), and for frontline staff to attend educational workshops and to become members of work groups or CITs. SEIU Local 721 and SEIU International paid for Lazes, the external consultant.

128. Interview with Wilson Mendez, July 14, 2015.

129. McCarthy, D., and K. Mueller. (2008) “The New York City Health and Hospitals Corporation: Transforming a Public Safety Net Delivery System to Achieve Higher Performance.” Commonwealth Fund. October.

130. Lazes, P., L. Katz, and M. Figueroa. (2012) How Labor-Management Partnerships Improve Patient Care, Cost Control, and Labor Relations. Washington, DC: American Rights at Work, p. 7.

131. Kania, J., and M. Kramer. (2013) “Embracing Emergence.”

132. Kochan, T. A., A. E. Eaton, R. B. McKersie, and P. S. Adler. (2009) Healing Together: The Labor-Management Partnership at Kaiser Permanente. Ithaca, NY: ILR Press/Cornell University Press.

133. Conversation with Marie-Cecile Charlier, October 19, 2007.

134. Ibid.

135. SEIU 1199 and the League of Voluntary Hospitals and Homes of New York set aside funds to provide training and consulting to hospitals and nursing homes to create Labor-Management Partnerships for members of the League.

136. As result of Marie-Cecile Charlier’s leadership in the lab, she become a shop steward for 1199 and then was appointed to the position of a Developer (e.g., internal consultant) to help support various partnership initiatives.

137. MedPAC Commission. (2008) Engaging Front Line Staff in Changes to Improve Patient Safety and Quality of Care—Lessons from the Field— Maimonides Medical Center. Presentation to MedPAC Commissioners. Washington, DC, October 31.

138. Interview with Louise Valero, October 6, 2006.

139. The resource group at Maimonides Medical Center included four full-time internal consultants/Developers as well as union staff and management involved in quality improvement initiatives and Maimonides’ chief learning officer.

140. Interview with Pam Brier. January 12, 2016.

141. MedPAC Commission (2008) Engaging Front Line Staff in Changes to Improve Patient Safety and Quality of Care.

142. Klingel, S., and A. Martin. (1988) A Fighting Chance.

143. System changes involve multiple groups in an organization that are interrelated.

144. Xerox established their Labor-Management Partnership process in 1980.

145. Lazes, P., and A. Costanza. (1984) “Xerox Cuts Costs Without Layoffs Through Union-Management Collaboration.”

146. Klingel, S., and A. Martin (1988) A Fighting Chance, p. 15.

147. Lazes, P., and A. Costanza. (1984) “Xerox Cuts Costs Without Layoffs Through Union-Management Collaboration.”

148. Ibid., p. 4.

149. Ibid.

150. Conversation with Bill Asher, July 17, 1984.

151. Lazes, P., and A. Costanza. (1984) “Xerox Cuts Costs without Layoffs through Labor-Management Collaboration.”

152. Ibid.

153. Klingel, S., and A. Martin. (1988) A Fighting Chance.

154. Maimonides Medical Center (2007) “Creating Competitive Advantage in a Changing Health Care Environment through Worker Participation.”

155. Bluestone, I. (1976) “A Changing View of Union-Management Relations.” Vital Speeches. December 11.

156. Rae-Dupree, J. (2009) “Disruptive Innovation, Applied to Health Care,” p. B3.

157. Emery, F., and E. Thorsrud. (1976) Democracy at Work: The Report of the Norwegian Industrial Democracy Program. Leiden, the Netherlands: H. E. Stenfert Kroese.

158. Rudden, M., P. Lazes, and J. Neumann (2013). “The Impact of Social Hierarchies on Efforts at Organizational Change.”

159. Organizational consultants trained at the Tavistock Institute (reflected in papers edited by Trist and Murray [1990]), at the A. K. Rice Institute (see Colman, A., and M. Geller, eds. [1985] Group Relations Reader 2. A. K. Rice Institute) and psychoanalysts influenced by them (Kernberg, O. [1998]) all discuss these basic principles.

160. Eisold, K., (2010). What You Don’t Know You Know: Our Hidden Motives in Life, Business, and Everything Else. New York: Other Press.

161. Kaës, R. (2007) Linking, Alliances, and Shared Space: Groups and the Psychoanalyst. New York: International Psychoanalytical Association.

162. Hopper, E. (2003) “The Fourth Basic Assumption: Incohesion: Aggregation/Massification or (ba) I:A/M.” In Traumatic Experience in the Unconscious Life of Groups, edited by E. Hopper. London, UK: Jessica Kingsley Publishers, pp. 91–107.

163. Shapiro, R. (1991) “Psychoanalytic Theory of Groups and Organizations.” Journal of the American Psychoanalytic Association 39, pp. 759–82.

164. Rudden, M., S. Twemlow, and S. Ackerman. (2008) “Leadership and Regressive Group Processes: A Pilot Study.” International Journal of Psychoanalysis 89: 993–1010.

165. Gustafson, J., and L. Cooper. (1985) “Collaboration in Small Groups: Theory and Technique for the Study of Small Group Processes.” In Colman, A., and M. Geller, eds. Group Relations Reader 2, pp. 139–50.

166. Rudden, M., S. Twemlow, and S. Ackerman. (2008) “Leadership and Regressive Group Processes: A Pilot Study.”

167. McClelland, D. C. (1985) Human Motivation. Glenview, IL: Scott, Foresman.

168. Hersey, P., and K. Blanchard. (1996) Management of Organizational Behavior: Utilizing Human Resources. Englewood Cliffs, NJ: Prentice Hall.

169. Shapiro, R. (1991) “Psychoanalytic Theory of Groups and Organizations.”

170. Twemlow, S., and F. Sacco. (2013) “How and Why Does Bystanding Have Such a Startling Impact on the Architecture of School Bullying and Violence?” International Journal of Applied Psychoanalytic Studies 10, no. 3, pp. 289–306.

171. Rudden, M., S. Twemlow, and S. Ackerman. (2008) “Leadership and Regressive Group Processes: A Pilot Study.”

172. Ibid., 1005.

173. Eckert, R., M. West, D. Altman, K. Steward, and B. Pasmore. (2014) “Delivering a Collective Leadership Strategy for Health Care.” The King’s Fund, Center for Creative Leadership, p. 1.

174. Rudden, M., P. Lazes, and J. Neumann. (2013) “The Impact of Social Hierarchies on Efforts at Organizational Change,” p. 280.

175. Ibid.

176. Greenhouse, S. (2019) Beaten Down, Worked Up.

177. Bognar, S., and J. Reichert. (2019) “‘American Factory’: When a Chinese Company Takes Over an Ohio Factory.” Washington, DC: High Ground Productions and Netflix. NPR.org, August 21, 2019. Also: Parnass, L. (2018) “BMC Nurses Call New Strike, Prompting Hospital to Pull ‘Generous’ Offer.” Berkshire Eagle, Pittsfield, Massachusetts. June 5, p. 24.

178. Appelbaum, E., and L. Hunter. (2004) “Union Participation in Strategic Decisions of Corporations.” In Emerging Labor Market Institutions for the Twenty-First Century, by R. B. Freeman, J. Hersch, and L. Michel. Chicago: University of Chicago Press.

179. U.S. Bureau of Labor Statistics. Union Members 2017—Union Member Summary. January 19, 2018.

180. Greenhouse, S. (2019) Beaten Down, Worked Up, p. 217.

181. Janus v. AFSCME Supreme Court decision, June 27, 2018. This decision required employees to decide whether or not to pay union dues, although the union was still responsible for representing them if they had a grievance. These employees also received any increase in pay that was negotiated by the union.

182. Rolf, D. (2018) A Roadmap to Rebuilding Worker Power. New York: Century Foundation, p. 4.

183. Conversation with Kris Rondeau, president of Union Share, June 13, 2018.

184. Many countries in Europe have laws requiring companies over a certain size to have worker representatives on their board of directors or work council.

185. Rolf, D. (2018) A Roadmap to Rebuilding Worker Power, p. 88.

186. Freeman, R., and J. Rogers. (1999) What Workers Want. Ithaca, NY: Cornell University Press.

187. Lazes, P., L. Katz, and M. Figueroa. (2012) How Labor-Management Partnerships Improve Patient Care, Cost Control, and Labor Relations.

188. U.S. Bureau of Labor Statistics. (2018) Union Members 2017—Union Member Summary. January 19.

189. https://wikipedia.org/wiki/Sidney_Hillman.

190. Schwartz, R. (2006) The Legal Rights of Union Stewards, 4th ed. Chicago: Labor Notes.

191. Tony Kallevig, presentation in Melbourne, Australia, May 26, 2016.

192. Conference call with Deb Snell, president of the Vermont Federation of Nurses and Health Professionals, June 19, 2019.

193. Contract language for Unit Collaborative process at University of Vermont Medical Center.

194. Conversation with Mike Bennet, August 15, 2016.

195. A recent confrontation between labor and management leaders in Los Angeles took place in fall 2016. The union (SEIU 721) and management couldn’t reach an agreement on wage increases for several categories of workers, although the Labor-Management Partnership was quite significant between these parties. This impasse almost resulted in a major strike.

196. Kallevig, T. (2016) Presentation in Melbourne, Australia, May 26, 2016.

197. Nembhard, I. M., I. A. Alexander, T. J. Hoff, and R. Ramanujam. (2009) “Why Does the Quality of Health Care Continue to Lag? Insights from Management Research.” Academy of Management Perspectives (February), pp. 24–42.

198. Walston, S. L., P. Lazes, and P. G. Sullivan. (2004) “Improving Hospital Restructuring: Lessons Learned.” Health Care Management Review 29, no. 4, pp. 1–12.

199. Huzzard, T. D. Gregory, and R. Scott, eds. (2004) Strategic Unionism and Partnership—Boxing or Dancing? New York: Palgrave Macmillan.

200. Interview with Eric Scherzer, executive director, Committee of Interns and Residents, January 15, 2018.

201. Lazes, P., N. Gregg, and D. Gamble. (2013) Worker Voice, Unions and Economic Development. New York: Ford Foundation.

202. Conversation with Patricia Castillo, December 1, 2016.

203. A work-around is a bypass of a recognized problem or limitation in a system.

204. Nurse practitioners and midwives eventually became members of SEIU 1199 as a result of the partnership process.

205. Maimonides Medical Center. (2007) “Creating Competitive Advantage in a Changing Health Care Environment through Worker Participation,” p. 17.

206. Ibid.

207. Appelbaum, E., and L. Hunter. (2004) “Union Participation in Strategic Decisions of Corporations.”

208. For contract negotiations, the common approach involves analyzing the strengths and weaknesses of the organization with which the union is negotiating, in order to prepare demands and to strategize ways to pressure an organization to accept them. When preparing an organizing campaign, research activities attempt to identify ways to persuade frontline staff to join the union.

209. Lazes, P., and J. Savage. (2000) “Embracing the Future,” p. 20.

210. Conversation with Patricia Castillo, December 1, 2016.

211. The Committee of Interns and Residents (CIR) is the largest house staff union in the United States, representing close to 14,000 interns, residents, and fellows in California, Florida, Massachusetts, New Jersey, New York, New Mexico, and Washington, DC.

212. The Doctors Council, an affiliate of Service Employees International Union, represents attending doctors in institutions in New York, New Jersey, Illinois, and Pennsylvania.

213. SEIU Healthcare Pennsylvania is the state’s largest and fastest-growing union of nurses and healthcare workers, uniting nearly 45,000 nurses, professional and technical employees, direct care workers, and service employees in hospitals, skilled nursing facilities, home- and community-based services, and state facilities across the Commonwealth.

214. Conversation with Eric Scherzer, former executive director, CIR, May 17, 2017.

215. The Coalition of Unions of Kaiser Permanente was the initial group representing all of the unions participating in Partnership activities. The California Nurses Association and the National Union of Healthcare Workers did not participate in the Kaiser Partnership at any time. In 2018, several major unions left the Coalition of Unions and formed their own organization association—the Alliance of Health Care Unions. More details about this new organization are in chapter 8.

216. Conversation with Josh Rutkoff, former area director, Coalition of Kaiser Permanente Unions, March 20, 2019.

217. Most unions in the United States are referred to as international unions, although this really means they operate for the most part as national organizations.

218. Ovretveit, J., P. Bate, P. Cleary et al. (2002) “Quality Collaboratives: Lessons from Research.” Quality and Safety in Health Care 11, no. 4, pp. 345–51.

219. I (Lazes) was the director of Cornell’s Healthcare Transformation Project.

220. Conversation with Bruce Richard, January 17, 2017.

221. Edmondson, A. C. (2019) The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Hobo-ken, NJ: John Wiley and Sons, Inc.

222. Los Angeles County Health Agency Just Culture Policy. (2017) August 14.

223. Conversation with Fran Todd, nurse practitioner at LA-DHS, October 16, 2016.

224. Ibid.

225. Rolf, D. (2018) A Roadmap to Rebuilding Worker Power.

226. U.S. Senate Subcommittee on Employment, Manpower, and Poverty. July 25, 1972, CB 19-141.

227. Reid, T. R. (2009) The Healing of America: A Global Quest for Better, Cheaper, and Fairer Health Care. New York: Penguin Press.

228. Christensen, C. M., J. H. Grossman, and J. Hwang. (2009) The Innovator’s Prescription.

229. Weisbord, M. (2004) Productive Workplaces Revisited.

230. Conversation with Carmen Rojas, CEO and co-founder of the Worker Lab, August 26, 2019.

231. Interview with David Rolf, December 14, 2017.

232. Barton, Laura. (2012) “Hand Sanitizers: Saved by the Gel?” The Guardian. May 13.

233. Smith, A. (2014) “The Lucas Plan: What Can It Tell Us About Democratizing Technology Today?” The Guardian. January 22.

234. Cooley, M. (1980) Architect or Bee? The Human/Technology Relationship. Boston. South End Press.

235. Ibid.

236. Lazes, P. (1985) “Innovative Approaches to Saving and Creating Jobs.” National Productivity Review. Spring, pp. 146–54.

237. Transformative changes are radical interventions that result in making prior processes obsolete.

238. Interview with Stu Winby, October 16, 2017.

239. Weisbord, M. (2004) Productive Workplaces Revisited.

240. Worley, C. G., S. A. Mohrman, and J. A. Nevitt. (2011) “Large Group Interventions: An Empirical Field Study of Their Composition, Process, and Outcomes.” Journal of Applied Behavioral Science 47, no. 4, pp. 404–31.

241. Kaplan, S. (2012) Leapfrogging: Harness the Power of Surprise for Business Breakthroughs. San Francisco: Berrett-Koehler Publishers.

242. Improving the patient experience is based on direct patient feedback and patient satisfaction scores.

243. An iterative process is an approach to achieve substantial changes based on systematic, repetitive activities done until a desired outcome is achieved.

244. One of the important large system approaches is described in Weisbord, M., and S. Janoff (2000), Future Search: An Action Guide to Finding Common Ground in Organizations and Communities. San Francisco: Berrett-Koehler Publishers.

245. Worley, C. G., S. A. Mohrman, and J. A. Nevitt. (2011) “Large Group Interventions,” p. 421.

246. Ibid.

247. Winby, S., and C. G. Worley. (2014) “Management Processes for Agility, Speed, and Innovation.” Organizational Dynamics 43, no. 3, pp. 225–34.

248. Interview with Terry Carroll, Fairview Health Services, September 16, 2016.

249. Worley, C. G., S. A. Mohrman, and J. A. Nevitt. (2011) “Large Group Interventions,” p. 426.

250. Winby, S. (2017) Sociotechnical Digital Design. USC Marshall Center for Effective Organizations. April, pp. 1–30.

251. Lazes, P., L. H. Kaplan, and K. A. Gordon. (1987) The Handbook of Health Education, 2nd ed. Rockville, MD: Aspen Publishers.

252. Gruessner, V. (2016) “CMS Grants Navigators $63M to Boost Health Insurance Marketplace.” HealthPayerIntelligence. September 8. https://healthpayerintelligence.com/news/cms-grants-navigators-63m-to-boost-health-insurance-marketplace.

253. Hancock, J. (2019) “UVA Doctors Decry Aggressive Billing Practices by Their Own Hospital.” Kaiser Health News. November 23, p. 1.

254. Ibid., pp. 5–6.

255. Ibid., p. 3.

256. De Leede, J., and H. Van Laarhoven. (2006) “Lean + at Orbis—How Patient Centered Care and Attractive Workplaces Require Standardised Health Care Processes: Case description, Orbis, for the SALTSA European Hospital Network.” Orbis. June, p. 8.

257. Swenson, T. (2020) “The Dark Secret Behind New Hospital Designs.” Op-Med. February 3.

258. Smith, D. (2016) “Turnout in the 2016 Elections.” FairVote. November 16.

259. Putnam, R. (2000) Bowling Alone: The Collapse and Revival of American Community. New York: Simon & Schuster, pp. 42–43.

260. Putnam, R. (2015) Our Kids: The American Dream in Crisis. New York: Simon & Schuster.

261. Ibid., p. 240.

262. Karasek, R. (1979) “Job Demands, Job Decision Latitude, and Mental Strain: Implications for Job Design.” Administrative Science Quarterly 24 (June), pp. 285–308.

263. Ibid.

264. Elden, M. (1981) “Political Efficacy at Work: The Connection Between More Autonomous Forms of Workplace Organization and More Participatory Politics.” American Political Science Review 75, no. 1 (March), p. 54.

265. Ibid., p. 52.

266. As the director of the Healthcare Transformation Project at Cornell, I worked closely with Pam Brier and Bruce Richard.

267. Conversation with Marie-Cecile Charlier, November 30, 2015.

268. Conversation with Bruce Richard, December 3, 2015.

269. The Horizons program at Miss Hall’s School, in Pittsfield, Massachusetts, requires that their students work three to four hours each week as a volunteer in a community organization to provide them this important civic experience.

270. Thorsrud, E. (1977) “Democracy at Work: Norwegian Experiences with Non-bureaucratic Forms of Organization.” Journal of Applied Behavioral Science 13, no. 3, p. 421.

271. Cornell consultants were assigned to work with Cook County Health from 2013 to 2014.

272. Interview with Kris Rondeau, director of the AFSCME New England Organizing Project, June 12, 2018.

273. Ibid.

274. Hanleybrown, F., J. Kania, and M. Kramer. (2012) “Channeling Change: Making Collaborative Impact Work.” Stanford Social Innovation Review, Spring, p. 8.

275. Los Angeles Times. (1991) “UAW Ousts Saturn Union Leader Known for Cooperative Approach.” February 25, p. B1.

276. Hanna, D. (2010) “How GM Destroyed Its Saturn Success.” Forbes. March 8, pp. 1–4.

277. Ibid., p. 2.

278. Ibid., p. 4.

279. In 2018, several unions that were members of the Coalition of Kaiser Permanente Unions, the umbrella organization representing all participating unions at Kaiser, withdrew from the Coalition and formed their own organization. This organization is called the Alliance of Health Care Unions.

280. Trahair, R. (2015) Behavior, Technology, and Organizational Development, p. 253.

281. Ibid.

282. Goodman, P. S. (1979) Assessing Organizational Change: The Rushton Quality of Work Experiment. New York: John Wiley & Sons.

283. A Los Angeles County Board of Supervisors resolution on December 12, 2017, created the Labor-Management Transformation Council as a permanent committee of the Los Angeles County Department of Health Services. It allocated yearly funds to continue Labor-Management Partnership activities.

284. Phone conversation with Jamie Dawson, worksite organizers for Oregon Federation of Nurses and Health Professionals, May 18, 2019.

285. Bornstein, D. (2007) How to Change the World: Social Entrepreneurs and the Power of New Ideas. New York: Oxford University Press, p. 291.

286. Moral Injury Project. (2020) “What Is Moral Injury.” Syracuse University, p. 1. http://moralinjuryproject.syr.edu.

287. Shay, Jonathan. (1994) Achilles in Vietnam: Combat Trauma and the Undoing of Character. New York: Atheneum.

288. Dean, W. (2020) “The Real Epidemic: Not Burnout but ‘Moral Injury’ of Doctors Unable to Do Right by Patients.” WBUR Commentary. January 24, p. 6.

289. Ofri. (2019) “The Business of Health Care Depends on Exploiting Doctors and Nurses,” p. 2.

290. Ibid.

291. Carey, M. J. (2019) “Time to Address the Widening Pay Gap Between Hospital Execs and Physicians.” Medical Economics 96, no. 8 (April 19), p. 2.

292. Edmondson, A. C. (2019) The Fearless Organization.

293. Brown, T., and S. Bergman. (2020).

294. Christensen, C. M., J. H. Grossman, and J. Hwang. (2009) The Innovator’s Prescription, p. 192.

295. Carey, M. J. (2019) “Time to Address the Widening Pay Gap Between Hospital Execs and Physicians.”

296. Shortell, S. M. (2020) “U.S. Health Care System Reform Is Not Yet at the Tipping Point.” To the Point, Commonwealth Fund. January 14.

297. Zuger, A. (2017) “Oh, Doctor: The Profit-Driven Disaster That Is U.S. Health Care.” Book review. June 13. https://undark.org/2017/06/13/books-rosenthal-american-sickness/.

298. From Eleanor Roosevelt’s speech at the presentation of In Your Hands: A Guide for Community Action for the Tenth Anniversary of the Universal Declaration of Human Rights, March 27, 1958.