Teamwork Advisory Council

The Stanford Medicine Integrated Strategic Plan (ISP) includes fostering “a compassionate, diverse, and inclusive culture that empowers and develops our people and strengthens our community” as an Enabler for our Value Focused pillar. Anecdotally, many leaders at Stanford Medicine have identified better “teamwork” and “culture” as critical next steps in our Quality journey. Finally, achieving the Triple Aim – to improve the experience of care, the health of populations, and lower per capita cost – will require better teamwork and achieving a fourth aim:  improving the experience of care providers.

The Safety, Quality, & Value (SQV) Whitepaper for the ISP also calls for improved teamwork in numerous ways, including an overarching recommendation to “develop a communitarian culture in which leaders share an institutional rather than individual mindset and are committed to sustainable improvement in safety, quality, value, and patient experience”. The white paper also explicitly calls for an investment in “team training to promote collaborative approaches to patient care in the OR, ICUs and inpatient services.” The Teamwork Advisory Council of the Stanford Medicine Center for Improvement will look at the entire continuum of care, including ambulatory care.

There are many past and current efforts to improve “teamwork” and “culture” at Stanford Medicine. These efforts are highly variable in their scope, effectiveness, and grounding in evidence-based, scientific approaches for enhancing teamwork. An extensive evidence base supports the effectiveness of specific teamwork interventions in numerous settings for healthcare delivery.

Stanford Medicine has also prioritized professionalism and wellness, which have significant interdependencies with high functioning teams. The team work Council’s purpose is to: 

Leadership Team

Ryan Darke

 

Karthik.Balakrishnan.headshot

Karthik Balakrishnan

DrShen_ForWeb

Sam Shen

Grace Cerezo

Amy Alcantara

Karthik Balakrishnan

Jessey Bargmann-Losche

Bryan Bohman

Trish Britt

Joseph Carlucci

Mary Grace Cerezo

Ling Chen

Steve Chinn

Rebecca Cooner

Ryan Darke

Swati DiDonato

Lane Donnelly

Mary Dunn

Jeff Edgar

Ben Elkins

Ruth Fanning

Lisa Freeman

 

Amelia French

Sara Goldhaber-Fiebert

Sharon Hampton

Brittany Hasty

Sarah Hirx

Joseph Hopkins

James Korndorffer

Clair Kuriakose

David Larson

James Lau

Amy Lu

Paul Maggio

Megan Mahoney

Yael Markley

Nilushka Melnick

Janette Moreno

David Overton

Andrew Palmquist

 

Wendy Prigge

Kiley Rogers

Teresa Roman-Micek

Christy Sandborg

Tait Shanafelt

Sam Shen

Lisa Shieh

Jean Stroud

Hirut Truneh

Alpa Vyas

Sam Wald

Karen Wayman

Barbette Weimer-Elder

Ann Weinacker

 

John Shook learned about lean management while working for Toyota for 11 years in Japan and the U.S., helping it transfer production, engineering, and management systems from Japan to NUMMI and other operations around the world. While at Toyota's headquarters, he became the company's first American kacho (manager) in Japan. In the U.S., Shook joined Toyota’s North American engineering, research and development center in Ann Arbor, Michigan as general manager of administration and planning. His last position with Toyota was as senior American manager with the Toyota Supplier Support Center in Lexington, Kentucky, assisting North American companies adopt the Toyota Production System. Shook co-authored Learning to See, the book that introduced the world to value-stream mapping. He also co-authored Kaizen Express, a bi-lingual manual of the essential concepts and tools of the Toyota Production System. With Managing to Learn, Shook revealed the deeper workings of the A3 management process that is at the heart of Toyota’s management and leadership.
Shook is an industrial anthropologist with a master’s degree from the University of Hawaii, a bachelor’s degree from the University of Tennessee, and is a graduate of the Japan-America Institute of Management Science. At the University of Michigan, he was director of the Japan Technological Management Program and faculty member of the Department of Industrial and Operations Engineering.
Shook is the author of numerous articles, including "How to Change a Culture: Lessons from NUMMI"; Sloan Management Review, January 2010, which won Sloan’s Richard Beckhard Memorial Prize for outstanding article in the field of organizational development.

The Stanford Medicine Center for Improvement benefits from the diversity of its members and the richness of the experiences that they bring. Although the program continues to evolve from when it first launched in October 2019, we continue to reach out to improvers across Stanford Medicine in the School of Medicine, Stanford Health Care, Stanford Children’s Health, Stanford ValleyCare, UHA and PCHA. We welcome everyone from every discipline and recognize that we are stronger together as we value the contributions of every member of our teams.

Dr. Paul Maggio is Vice Chair of Surgery for Clinical Affairs, Associate Chief Medical Officer of Operational Effectiveness, and Associate Director of the Adult Intensive Care Unit. He trained in General Surgery at Brown University and obtained advanced training in Adult Surgical Critical Care and Trauma at the University of Michigan. He holds a Masters of Business Administration from the University of Michigan and is triple board certified in General Surgery, Critical Care, and Medical Informatics. In addition to being a clinician and surgeon, Dr. Maggio participates in the National Committee on Healthcare Engineering for the American College of Surgeons, and his research interests are focused on the delivery of high-value care.

Dr. Maggio received the SHC Board of Hospital Director’s Denise O’Leary Award for Clinical Excellence in 2013

Micah Duchesne joined Stanford Medicine in 2020 as a Principal Consultant project managing the deployment and operations of the Hospital Incident Command System (HICS) for COVID-19. He is now the Administrative Director of Performance Improvement at Stanford Health Care where he leads annual operations planning, improvement consulting, and capability development. Micah is also a Fellow at the Stanford Medicine Center for Improvement.

Before joining Stanford, Micah was an independent consultant for his company Silicon Valley Strategy Group, which partnered with Novartis and the Perelman School of Medicine at the University of Pennsylvania to commercialize cellular therapies. He led a team of clinicians from Europe, Japan, and Australia in designing a global logistics model and quality management system for Kymriah, the world's first approved CAR-T therapy, and helped create an international advisory board aimed at improving global capacity.

Prior to independent consulting, Micah was the Director of Performance Improvement at Kaiser's Santa Clara Medical Center, and he previously held improvement roles of increasing complexity within other health systems. Micah has both a Bachelor of Science in Accounting and Master of Health Services Administration from Mississippi College. He also holds certifications as a Lean Six Sigma Master Black Belt and Project Management Professional.

As a professional, Micah enjoys organizing complex stakeholder ecosystems, clarifying ambiguous goals, aligning visions, and driving high-stakes change. As a human, Micah just enjoys breaking a sweat. While he's not at work, he's at his very own gym in San Jose, CrossFit Moxie. You can find him there coaching olympic weightlifting or working out with his wife. He has a daughter in elementary school and two gym dogs.