I would add to what Dr. Jessee has suggested by noting that administrative staff often come to the table with a different set of perspectives and values than the physicians. Together with two colleagues, I have written about differences that exist in the managerial culture and professional cultures that exist in contemporary American health care system (Bergquist, Guest and Rooney, 2004). Given that both of these cultures are powerful and highly influential when it comes to patient care they must be represented at the table. Doctors like William Jessee recognize the need for both set of perspectives and values. Compliant Rainbow physician leaders can play a major role in ensuring that this diversity is to be found at the table and to help facilitate the effective engagement of this diversity.
There is a second constituency that must also be included in any planning for successful patient care. This constituency consists of the many knowledgeable nurses that operate in contemporary health care systems. In search of valid and useful information regarding patient care, Compliant Rainbow leaders have turned to their Golden Yellow and Azure Blue styles (forming the hybrid Verdant Green style of leadership to which I will soon turn). McKenna and Pugno (2006, pp. 72-72) offer insights delivered by one of their physicians. He identifies the values inherent in bringing nurses to the table (and the needs of nurses being addressed by their participation):
“Nursing doesn’t have a lot of career advancement or trajectory like medicine does. It is important for nurses and doctors to work together. Nurses are often good facilitators of teams given their clinical background. Some nurses co-lead quality improvement teams with doctors. To address quality we must begin by seeing the problems for what they are. Many doctors don’t see it.” [David G. Fairchild, MD, MPH, Internist, Chief of General Medicine, Tufts – New England Medical Center]
I would add the bridging function that nurses often provide between the professional culture of physicians and the managerial culture of health care facilitators. They are effective facilitators not only because of their clinical background (working extensively and closely with patients), but also because of their extensive and close work with both the physicians and administrators (Bergquist, Guest and Rooney, 2004) Nurses can provide valuable information and strategical insights in planning for and engaging high quality and cost-effective patient care. The Compliant Rainbow leader is engaging the Golden Yellow (information) and Ruby Red (engagement) (forming the hybrid Tangy Orange mode of leadership to which I will soon turn).
Compliant Orientation
At the heart of this commitment to teamwork and diverse, is the Compliant Rainbow leader’s enjoyment in relating to and working with other people. Among those Compliant Rainbow leaders who are most effective, the relationship itself is important. Often displayed an “Extraverted” (Jung, 1971) personality preference, this leader gains energy from their interactions with a wide variety of people (as opposed to the draining of energy by Introverts in their daily interactions with a diverse set of people). The relationship itself doesn’t have to lead to any great outcomes. It is energizing even if the desired outcomes are not achieved. A supportive relationship can be established even when the participants are not in agreement with the Compliant Rainbow leader about certain important matters. Under ideal conditions, the Compliant Rainbow leader and team participants don’t even have to share values. If these leaders have found success in their work and are comfortable with the way things are operating, Compliant Rainbow leaders may wander into foreign territory and gain a fuller understanding of and even eventually support alternative perspectives and practices.
