Browsing by Subject "Change Management"
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Item Open Access Managing Prostate Cancer Surgical Patients during the COVID-19 Pandemic: A Brief Report of the Duke Cancer Institute's Initial Experience.(Oncology (Williston Park, N.Y.), 2020-05) Moul, Judd W; Chang, Andrew; Inman, Brant AThe coronavirus disease 2019 pandemic has rapidly placed tremendous stress on health systems around the world. In response, multiple health systems have postponed elective surgeries in order to conserve hospital beds and personal protective equipment, minimize patient traffic, and prevent unnecessary utilization and exposure of healthcare workers. The American College of Surgeons released the following statement on March 13, 2020: "Each hospital, health system and surgeon should thoughtfully review all scheduled elective procedures with a plan to minimize, postpone, or cancel electively scheduled operations, endoscopes, or other invasive procedures until we have passed the predicted inflection point in the exposure graph and can be confident that our health care infrastructure can support a potentially rapid and overwhelming uptick in critical patient care needs." In our state, North Carolina, Governor Roy Cooper requested that all hospitals postpone elective and non-urgent procedures and surgeries effective March 23, 2020.Item Open Access Moses Is Dead: Strategies for Pastoral Transition(2024) Simone, M. TravisIn the independent church, where there is no bishop to call and no presbytery to consult, which strategies ensure a successful transition from one pastor to another? Using the biblical narrative of the leadership transition from Moses to Joshua as a guiding metaphor, this thesis examines why leadership transitions are fraught for all churches and uniquely complicated for independent churches. It then proposes viable strategies to use when transitioning from one pastor to another.
The problem of pastoral transition is addressed by studying the successful leadership transitions that occurred within the Hampton Roads Consortium of Churches between 2013 and 2023. The thesis presents their stories, gives voice to the often-neglected perspective of successor pastors, and reflects on the findings through the lens of the classical theological disciplines: historical theology, systematic theology, biblical studies, and practical theology. It also engages the broader literature on leadership transitions within secular organizations as a way to evaluate pastoral leadership transitions in a wider context.
Out of the qualitative analysis conducted on interviews with the successor pastors of the Hampton Roads Consortium, five strategies emerged: look for one-eyed pastors; deploy a prophet, priest, and king; speak with candor; drop the baton; and seek interdependence. These strategies represent a framework from which independent churches may begin to develop much needed processes for when their inevitable moment of pastoral transition arrives. The strategies may also serve denominational churches desiring to inject creativity into the stale parts of their approach. Together, the strategies outlined in this thesis are intended to help churches move from the loss of a leader to renewed mission as a community.