Welcome to module five of the fifth course in the Leadership and Interprofessional Informatics Specialization. In this module, we're going to discuss the future of interprofessional informatics. My name is Daniel Pesut and I'm a professor of Nursing at the University of Minnesota School of Nursing, and I'm also the director of the Katharine J. Densford International Center for Nursing Leadership. The objectives for this course are to explore resources to enhance knowledge, skills, and abilities related to foresight leadership skill development, describe vital future workforce skills to anticipate education and training needs that support interprofessional informatics leadership development, relate best practices of the foresight maturity model to enhance interprofessional informatics leadership success. Finally, to complete a portfolio learning activity to synthisize learnings from the University of Minnesota Coursera Nursing Informatics Leadership Specialization course offerings to support your future leadership success. There are a number of learning activities related to this course. First, I invite you to refresh your knowledge about the importance of foresight leadership and futures literacy presented in course three, module five of this specialization. You will have an opportunity in this module to watch the video nursing informatics leaders to discuss the future and study projected future workforce skills, and consider how to develop these skills for yourself in your teams. You will also learn about disruptive innovations likely to impact your work in informatics and healthcare. You will also have an opportunity to listen to an interview with renowned futurists Ross Dawson. You will be able to watch and listen to Richard Susskind talks about the future of the professions and why trust is a fundamental value related to future work. Finally, you will have the opportunity to review, reflect, and synthesize knowledge gained in this specialization by completing the portfolio learning activity designed to help you integrate the knowledge you have gained and to project yourself into the future in terms of your leadership challenges, success, and lessons learned. Let's get started. Recall from course three module five: Nursing foresight, was defined as the ability and act of forecasting what will be needed in the future in light of emergent healthcare trends which have consequences for population and planetary health, as well as the profession's purpose, definition, professional scope, and standards of practice. Visionary health innovation leadership presupposes a futures time orientation. A future time orientation is reinforced by foresight thinking and strategic anticipatory planning skills. Foresight thinking is a skill that can be taught and used for strategic foresight planning. Foresight thinking and strategic foresight planning are supported by environmental scanning of weak signals and trends, that are likely to become movements. Partnerships with organizations that do environmental scanning and foresight work are useful to develop insights about nursing and health related trends, locally, regionally, nationally, and globally. Data gathered through scanning, can be processed with several foresight methodologies to develop scenarios about preferred futures. Scenarios regarding preferred futures can be used to promote organizational learning and support strategic foresight planning, and build transformational leadership capacity. Strategic foresight planning, models, methods, and frameworks ought to be incorporated into nursing curriculum to promote innovations, advanced practice, and contribute to the design and development of new products, services, and partnerships in healthcare contexts. Foresight is key success factor in variable and anticipating, mastering, and managing disruptive innovations in healthcare. It is important for Nursing Informatics leaders to develop futures literacy skills. Foresight leadership evolves when a leader knows their personal orientation toward time, appreciates the value of innovation and design thinking to support foresight leadership. Intentionally, wanting to develop their foresight capabilities. This requires an active monitoring of industry trends, forecasts, disruptions, and discerning the logical consequences of those trends. Foresight leadership capacity is also supported by the use of vision-based scenarios and strategic conversations about those visions looking backwards from the future. Successful leaders activate requisite variety leadership practices to navigate change and manage collective impact efforts. It's important to imagine the future one wants to create as it becomes a part of one's leadership legacy. What do you suppose are some of the vital future workforce skills that will be required in the near future? The Institute for the Future conducted a study and compiled a report on six drivers of future change and 10 key skills they project workers need in the future. The six drivers of change are: extreme longevity, increasing global lifespans, change the nature of careers and learning, the rise of smart machines and systems, workplace automation, nudges human workers out of rote repetitive tasks. Computational world massive increases in sensors and processing power make the world a programmable system. A new media ecology where new communication tools, require new media literacy beyond text. Superstructure organizations where social technologies drive new forms of production and value creation, and a globally connected world, increased global connectivity puts diversity and adaptability at the center of organizational operations. The cross impact of these drivers suggests 10 vital future workforce skills. Consider the degree to which you and your team have some of the following skills: sense making, the ability to determine the deeper meaning or significance of what is being expressed. Social intelligence, the ability to connect to others in a deep and direct way, to sense and stimulate reactions and desired interactions. Novel and adaptive thinking, proficiency at thinking and coming up with solutions and responses beyond that which is rote or rule-based. Cross cultural competency, the ability to operate in different cultural settings. Computational thinking, the ability to translate vast amounts of data into abstract concepts and to understand data-based reasoning. New media literacy, the ability to critically assess and develop content that uses new media forms, and to leverage these media for persuasive communication. Transdisciplinarity, literacy in and ability to understand concepts across multiple disciplines. A design mindset, the ability to represent and develop tasks and work processes for desired outcomes. Cognitive load management, the ability to discriminate and filter information for importance, and to understand how to maximize cognitive functioning using a variety of tools and techniques. Virtual collaboration, the ability to work productively, drive engagement, and to demonstrate presence as a member of a virtual team. Authors Richard and Daniel Susskind have written a book about the future of the professions, and how technology will transform the work of human experts. The future patterns and trends they know include a move from centralized controlled services and trends, to bypass gatekeepers, Shifts from Reactive to Proactive stance on the part of professionals, a challenge to get more for less, different ways of communicating the importance and mastery of data, new relationships with technology, routinization of many activities and processes, the rise of new specialists, machines, and personalization and mass customization, more on-line collaboration, globalization and new business models, where there are fewer partnerships and consolidation of services. All of these patterns and trends are reinforced and accelerated because of the exponential growth in IT. The increasing capability of machines, the proliferation of devices, and connections of humans which are likely to result in technological unemployment. The Susskinds predict there will be new roles created in the future, and there are likely to be increases in craftspeople, assistants, paraprofessionals, empathisers, research and development workers, knowledge engineers, process analysts, moderators, designers, system's providers, data scientists, and system engineers. So, what are the foresight skills that leaders need into the future? Terry Grim offers what he calls the foresight Maturity Model, and proposes that leaders need to attend to the following six skills that help organizations translate foresight into action on an ongoing basis. Each of the leadership skills are more specifically defined in the article you will read on the foresight Maturity Model. Framing, is a skill that helps organizations identify and solve the right problems. Scanning, is a skill that helps organizations understand what's going on and it's immediate environment and in the world at large. Forecasting, is a skill that helps organizations consider a range of future possibilities. Visioning, is a skill that helps organizations decide what they want in the future, and planning helps people develop plans, people, and skills and processes that supports that organizations vision. We invite you to complete the quiz at the end of the module. Dr. Monsen and I hope that armed with the knowledge skills and resources that the faculty have provided you in this informatics leadership specialization, that each of you will be equipped to successfully navigate the future. To reinforce and consolidate your learning, we invite you to complete the portfolio learning activity. Best wishes as you continue to lead and influence the world of nursing informatics into the future.
