Meta-Leadership in Health Professions Education

Meta-Leadership in Health Professions Education

Meta-leadership is an overarching leadership framework for strategically linking the efforts of different organizations or organizational units.

The Meta-Leadership in Health Professions Education program will provide participants with the skills and attributes needed in today’s leaders to lead across traditional silos, and departmental and institutional barriers. Taught by Harvard’s School of Public Health Professors, this invitation-only program is the first of its kind to be offered in Canada.

By the end of this seminar, participants will be able to:

  1. Employ the five dimensions of meta-leadership thinking and methods in their health professions education leadership and responsibilities.
  2. Develop “connectivity” in systems as a method to coordinate multi-dimensional problem solving activity.
  3. Assess complex system problems, opportunities and conflict in order to develop strategies and processes to facilitate collaborative problem solving and dispute resolution.
  4. Model meta-leadership principles and practices in order to develop influence well beyond authority.
  5. Apply meta-leadership techniques to pragmatic issues currently facing the health professions education system in Ontario.

Read about the classes: 2013 | 2012


Program fee: $2,250.00


Registration Fee Reimbursement

SIM-one encourages interested candidates whose institutions can not cover the course registration fee due to budget issues to apply to have the registration fee reimbursed. The candidate is still responsible for travel and accommodation costs.

Please submit a letter from your superior expressing his/her support for you to attend the Meta-Leadership in Health Professions Education program and a request that the program registration fees be reimbursed for you due to budgetary constraints. Please ensure the letter includes your full name.

You or your institution will need to pay the registration fee up front. You or your institution will be reimbursed after successful completion of the entire program. Successful completion of the entire Meta-Leadership program includes:

  1. Completion of the 2-day Meta-Leadership course on April 29-30, 2013
  2. Completion of the meta-leadership team project, including presentation of the project and submission of a written report on the follow-up session scheduled for September 9, 2013

Please note that failure to complete all the above requirements will eliminate the candidate from receiving the reimbursement.

Intended participants

This program is designed for meta-leaders in the health professions education field. This program is invitation-only.


Course fee includes

Tuition, Meal and refreshments, Educational Materials


Course fee excludes

The fee DOES NOT include accommodation or travel.


Payment options

Cheque, Visa, Mastercard, American Express

Dr. Barry C. Dorn

Barry Dorn, M.D. is Associate Director of the Program for Health Care Negotiation and Conflict Resolution at the Harvard School of Public Health. He is also Clinical Professor of Orthopedic Surgery at the Tufts University School of Medicine and held the position of Interim President and CEO of Winchester Hospital.

Dr. Dorn is among the leaders in the development of the negotiation and conflict resolution field. He is a member of the original Faculty of the Harvard School of Public Health Program for Health Care Negotiation and Conflict Resolution. He is a past national Co-Chair of the Health Sector for the Society of Professionals in Dispute Resolution. Dr. Dorn is a contributing author of the 2011 book Renegotiating Health Care: Resolving Conflict to Build Collaboration.

Dr. Dorn’s work in preparedness dates from the events of September 11, 2001. After receiving a grant from the CDC to train in leadership preparedness, Harvard expanded the program and began the National Preparedness Leadership Initiative, designed to train government leaders in preparedness. Dr. Dorn has interviewed both domestic and international leaders in an attempt to better understand the thinking behind effective leadership. From this work was born the idea of Meta-leadership, which has been adopted by the White House Homeland Security Council as well as many other governmental agencies. He is part of the lead faculty for multi-million dollar award from Robert Wood Johnson Foundation and the CDC Foundation to train leaders around the country in the Meta-Leadership Summits for Preparedness.

Dr. Dorn received his medical degree at Jefferson Medical College in Philadelphia, Pennsylvania. He interned at Boston City Hospital and received training in General Surgery at Temple University and the University Hospital in Boston. His orthopedic training took place at University Hospital (now Boston Medical Center) with affiliations at the Lahey Clinic, the Shriner’s Hospital for Crippled Children, and the New England Baptist Hospital. Dr. Dorn is a graduate of the Harvard School of Public Health with a Masters in Health Care Management. He was honorably discharge from the U. S. Army with the rank of Major. He is published in the field of orthopedic surgery as well as health care negotiation and conflict resolution.

Dr. Leonard J. Marcus

Dr. Marcus is founding Director of the Program for Health Care Negotiation and Conflict Resolution at the Harvard School of Public Health. Nationally and internationally, he is recognized as a pioneer and leading voice in the evolving field of negotiation, conflict resolution and meta-leadership as it pertains to a wide range of issues and practical applications in healthcare.

Dr. Marcus is lead author of the primary text in the field, Renegotiating Health Care: Resolving Conflict to Build Collaboration (San Francisco: Jossey-Bass Publishers, 1995 and 2011), which was recently released in a Second Edition. The book was selected as co-recipient of the Center for Public Resources Institute for Dispute Resolution 1995 “Book Prize Award for Excellence in Alternative Dispute Resolution”. It also won the Book of the Year award from the Journal of the American Nursing Association. He co-authored with Nancy Dubler, Mediating Bioethical Disputes: A Practical Guide.

Dr. Marcus has directed numerous projects and authored papers intended to advance development of the leadership, negotiation, collaborative problem solving, and conflict resolution field applied to health-related issues. He collaborated with the Massachusetts Board of Registration in Medicine to develop the Voluntary Mediation Program, the first initiative of its kind to mediate medical practice disputes directly between patients and physicians.

Dr. Marcus has developed a number of practical applications of mediation and conflict resolution. He has consulted to, trained or provided executive coaching to leading healthcare organizations, including the American College of Physician Executives, Kaiser-Permanente Health Plan, and the American Medical Association. In 1992, he co-founded Health Care Negotiation Associates (HCNA), a national consulting, mediating and training organization. He has lectured in the Middle East, Europe, India, Latin America and the Caribbean.

Following the terrorist attacks of 9/11, Dr. Marcus was among a number of academics across the country asked to assist in advancing national preparedness and response. Dr. Marcus is founding Co-Director of the National Preparedness Leadership Initiative, a joint program of Harvard School of Public Health (HSPH) and Harvard’s Kennedy School of Government. In recent years, Dr. Marcus’ research, teaching, and consultation have played a key role in national and international terrorism and emergency preparedness and response. He has pioneered development of the conceptual and pragmatic basis for “meta-leadership”- “overarching leadership that strategically links the work of different agencies and levels of government.”

Recent research activities have taken him to the centre of emergency preparedness and response through direct observation and immediate interviews with leadership during the early H1N1 response, the 2009 Presidential Inauguration, the 2009 and 2006 wars in Israel, the 2010 BP oil spill, and in 2005, Hurricanes Katrina and Rita on the Gulf Coast. At the invitation of the President’s Advisor on Homeland Security and Counterterrorism, he lectured at the White House on meta-leadership to a cross section of senior federal department officials from across the government.

Dr. Marcus completed his doctoral work at The Heller School of Brandeis University. He was selected as a Fellow for the Kellogg National Leadership Program from 1986-1989. In his spare time he plays saxophone and clarinet, is a cartoonist, and loves to travel.

What is Meta-Leadership?

Meta-leadership is an overarching leadership framework for strategically linking the efforts of different organizations or organizational units.

Meta-leaders are the leaders of leaders. They provide guidance, direction and momentum across organizational lines, developing a shared course of action and commonality of purpose among people and agencies.

There are five dimensions to the learning and practice of meta-leadership:

  1. Emotional intelligence - The capacity to confront fear and conflict, which takes you to your emotional “basement". Meta-leaders lead themselves and others out of the basement to higher levels of thinking and functioning.
  2. Situational Awareness - With often incomplete information, the meta-leader creates a broad “frame of reference", used in problem diagnosis and solution building, in order to chart and meta-lead a course of action, effectively recruiting wide health service engagement and support.
  3. Leading Your Silo - The meta-leader triggers and models confidence, inspiring others to excellence. The meta-leader drives the learning curve to elevate quality and performance, encouraging strong, effective subordinates who themselves further galvanize cross-silo connectivity.
  4. Leading up - Validating the power-command equation, the meta-leader effectively “manages the boss". Effective communication is critical, especially when people with different skill sets and responsibilities work together.
  5. Leading Cross-Agency Connectivity - Meta-leaders strategically and intentionally devise cross-silo linkages that leverage knowledge, experience, resources and information across the spectrum of health system components, integrating and, thereby, optimizing performance and quality.

To learn more about meta-leadership, click HERE.

Fri, 2013-04-05 14:25 -- admin