While there is a commitment to real-time learning by those with a Verdant Green orientation, this learning is linked not so much to just-in-time correction of a specific medical practice, but instead to better understanding of over-arching theories and concepts of medical practice (McKenna and Pugno, 2006, p. 264):
“I believe formal training is best when nested in a real-time work environment. That way people can apply the theories and concepts they’re learning into their actual work experiences, and draw from their work experiences to better understand the concepts and theories.” [Jeannette South-Paul, MD, Chair of the Department of Family Medicine, University of Pittsburgh School of Medicine]
Bringing in the distinction offered by Daniel Kahneman (2011), the Verdant Green leader is using history and reflection to think slowly and thoughtfully about medical practices, whereas the Tangy Orange is using history and reflection to think quickly about a pressing medical issue so that correct action can be taken immediately. Both the Verdant Green and Tangy Orange physician turn to the Golden Yellow side of their leadership preferences—but for differing reasons.
We can turn to the other end of the Verdant Green perspective to find a leaning toward Azure Blue. At this end we find a deep concern for the motives and aspirations of physicians (McKenna and Pugno, p.171):
“No one can really ‘lead’ doctors. To motivate doctors, one must understand the world they live in. Real leaders understand perfection isn’t possible. Physician leaders understand that doctors are just as wounded and flawed as anyone else, but are sensitive of their need to protect the mindset that they lack flaws and wounds. Docs typically have a strong need for achievement and independence. How do you herd cats? You get out the tuna fish. Anyone who aspires to lead physicians must figure out what will motivate physicians at a gut level.” [Randall Oates, MD, Family Physician Founder and President, Docs, Inc.]
From this Verdant Green perspective, the matter of “authenticity” becomes of prime importance (McKenna and Pugno, 2006, p. 188).
“Authentic physician leaders recognize our responsibility to model the communication and interpersonal skills we want others to exhibit. We ask ourselves: ‘How well have I communicated? How clearly have I set expectations? How consistently have I been modeling the behaviors I want others to adopt? How appropriately have I been holding myself and others accountable?”
Physicians must gain insight about themselves if they are to effectively serve other people. Self-knowledge blends Azure Blue and Golden Yellow. This blending is deeply embedded in the Verdant Green perspective. (McKenna and Pugno, 2006, p. 188):
“[Authenticity] requires us to know ourselves – to separate who we are and want to be from what the world thinks we are. No one can teach us how to become ourselves, to take charge, to express ourselves. Only we can do that. We do so by engaging in honest reflection to increase our awareness of ourselves and those around us – of our deepest hopes and concerns, our needs and aspirations.
We uncover our personal power through self-reflection, by taking in the lessons we’ve learned from failures, by aligning our action with our values. We lead authentically as we allow ourselves to be guided by a higher purpose, to speak and behave in a manner consistent with our values, to project our very souls into our work. This requires an honest assessment of our underlying values and natural gifts, and a willingness to fully express them, rather than letting fear hold us back.” [Francine R. Gaillour, MF, MBA, FACPE, Internist, Founder and Director of Creative Strategies in Physician Leadership)
