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Applying the Appreciation-Influence-Control Model to Transform Healthcare Leadership
No full textThe AIC Model: A Framework for Purpose-Powered Leadership developed by William E. Smith through decades of work with the World Bank and diverse global organizations, provides a framework for understanding and exercising power in service of organizational purposes. At its foundation lies the recognition that healthcare systems function as complex adaptive systems—collections of individual agents with freedom to act in ways that are not always predictable, whose actions are interconnected such that one agent's actions change the context for others. The AIC model offers a pathway from discontent to hope. By recognizing that purpose—not authority—is the source of power, leaders can diagnose challenges more accurately and intervene more effectively. When nurses report burnout, the answer is rarely more control. When staff disengage, the solution is rarely another policy. When turnover spikes, tightening management rarely helps. What helps is helping people reconnect with purpose (Appreciation), ensuring their voices shape decisions that affect them (Influence), and allowing them to choose their own commitments (Control in purpose, not control imposed from above). Through intentional use of the AIC process, nurses can develop leadership skills and create positive engaged work environments, improving quality and safety through teamwork. Healthcare leaders who master these principles will find themselves better equipped to harvest purpose, build effective relationships, and enable others to take responsible action—thereby creating the future through renewal.Background: With 65% of nurses reporting high burnout, 23% considering leaving the profession, and 76% reporting feelings of organizational betrayal, healthcare leadership faces an existential crisis. Traditional command-and-control approaches exacerbate rather than address these challenges. William E. Smith's Appreciation-Influence-Control (AIC) model offers a philosophically grounded framework for understanding that purpose—not authority—is the true source of power.
Purpose: This article introduces healthcare leaders to the AIC model through concrete case studies demonstrating measurable outcomes, practical self-assessment tools, and direct applications to current nursing crises including burnout, staffing shortages, DEI challenges, and AI disruption.
Methods: Drawing on 50 years of nursing leadership development, collaboration with Dr. Smith, and integration with the Outcome-Present State-Test (OPT) Model of clinical reasoning, this article synthesizes AIC theory with complexity science, Liberating Structures methodologies, and current evidence on healthcare workforce challenges.
Results: Case studies demonstrate that AIC-informed leadership approaches can significantly improve nurse retention, reduce turnover intention, enhance psychological safety, and create conditions for professional renewal. The framework provides healthcare leaders with diagnostic tools to identify whether challenges require control (resources), influence (relationships), or appreciation (meaning making) interventions.
Conclusion: The AIC model addresses the root causes of healthcare's leadership crisis by helping leaders harvest purpose rather than accumulate authority. Through intentional application of AIC principles, nurse leaders can create environments where nurses find meaning, exercise voice, and take responsible action—transforming burnout into renewal.Pesut, Daniel. (2026). Applying the Appreciation-Influence-Control Model to Transform Healthcare Leadership. Retrieved from the University Digital Conservancy, https://hdl.handle.net/11299/277908
NYT Op-Ed Columnist David Brooks' Column "Time to Say Goodbye" (Dated January 30, 2026), and Walter J. Ong's Thought
No full textSee the above abstract.In the wide-ranging and deeply personal 3,341-word review essay "NYT Op-Ed Columnist David Brooks' Column 'Time to Say Goodbye,' and Walter J. Ong's Thought," I succintly highlight (1) David Brooks' column "Time to Say Goodbye" in The New York Times (dated January 30, 2026), and (2) certain aspects of the work of the American Jesuit Renaissance spectialist and cultural historian and media ecology theorist Walter J. Ong (1912-2003; Ph.D. in English, Harvard University, 1955) of Saint Louis University, where, over the years, I took five courses from him, and (3) my life and work.N/AFarrell, Thomas. (2026). NYT Op-Ed Columnist David Brooks' Column "Time to Say Goodbye" (Dated January 30, 2026), and Walter J. Ong's Thought. Retrieved from the University Digital Conservancy, https://hdl.handle.net/11299/277931
Episode 199: Flu Takes Charge
No full textRuntime 00:38:49In "Flu Takes Charge" Dr. Osterholm and Chris Dall give us an update on the emerging flu season, Dr. Osterholm covers a new poll that shows fewer Americans are willing to recommend the MMR vaccine, and we'll hear about the Vaccine Integrity Project's latest video. Protecting Vaccine Integrity in 2025: Evidence, Access, and Public Trust (https://www.youtube.com/watch?v=v5ZFnEfs9w0).Dall, Chris; Osterholm, Michael. (2026). Episode 199: Flu Takes Charge. Retrieved from the University Digital Conservancy, https://hdl.handle.net/11299/278887
Vertical Leadership Development in Health Care: Cultivating Wisdom Through Intentional Practice
No full textVertical development represents a fundamentally different approach to leadership growth. Rather than adding more content to the leader's existing mental framework, vertical development transforms the framework itself, enabling leaders to perceive and respond to complexity with greater nuance, flexibility, and wisdom. This article synthesizes foundational theories and practical approaches to vertical leadership development, offering healthcare leaders and executive coaches an actionable framework for cultivating the leadership consciousness needed for healthcare transformation.Healthcare leaders face unprecedented complexity requiring capacities beyond traditional skill acquisition. This article synthesizes seminal work from Nick Petrie, the Harthill Leadership Development Framework, Jennifer Garvey Berger, Robert Kegan, and Daniel J. Pesut to present an integrated framework for vertical leadership development. Vertical development transforms how leaders make meaning of their experiences, enabling more sophisticated responses to complex healthcare challenges. This article defines core concepts, explains foundational principles, and provides actionable practices for individuals and executive coaches seeking to cultivate leadership wisdom. Tables illustrate key frameworks, self-assessment tools, developmental journaling prompts, and coaching interventions designed to accelerate vertical growth. The intentional application of these concepts, principles, and practices leads to the development of leadership wisdom essential for transforming healthcare systems.Pesut, Daniel. (2026). Vertical Leadership Development in Health Care: Cultivating Wisdom Through Intentional Practice. Retrieved from the University Digital Conservancy, https://hdl.handle.net/11299/277909
(Re)Imagining Justice for Youth Impact Report
No full textThis report represents the first impact analysis of (Re)Imagining Justice for Youth (RJY), the Ramsey County Attorney’s Office (RCAO) initiative to improve legal system outcomes for young people. Researchers from the University of Minnesota assessed whether more types of cases were resolved in community accountability without further system processing and whether community accountability achieved better outcomes than court-based processes. Data from youth cases submitted to the RCAO between 2010 and 2024 were analyzed descriptively and using matching analyses. Rigorous matching analyses were conducted to examine recidivism rates among similarly situated youth whose cases were resolved in community compared to those processed in traditional court. Results indicate the percent of cases RCAO referred to community accountability increased from 18% to 25% of all submitted cases. The types of cases RCAO referred to community accountability also expanded. For example, felony cases accounted for 2% of diverted cases before the start RJY and 23% of community accountability cases since RJY launched. Racial disparities decreased in terms of who was referred to and successful in community accountability. Overall, in 2022-2023 the 12-month recidivism rates for youth whose first cases were resolved in community accountability (4%) was far lower than those resolved in traditional court in the same period (29%), and also lower than youth whose first cases were resolved in community in 2017-2018 (7%) or 2012-2013 (10%). To test for causality of this difference, three separate “apples-to-apples” comparisons of matched samples were conducted. All analyses indicated community accountability was just as effective as traditional court and, in certain cases, significantly outperformed it. Specifically, for youth referred to the RCAO for the first time for an assault offense, those whose cases were resolved in community accountability had 1/3 the risk of recidivism compared to matched cases processed in traditional court. Among first cases that were felony or gross misdemeanor offenses, youth whose cases were resolved in community accountability had half the risk of recidivism compared to matched cases processed in traditional court. By revamping and increasing access to community accountability, RJY has lowered recidivism rates and established a process that ensures fewer future victims, increased graduation rates, higher employment rates, and a healthier community. The report ends with a recommendation that RJY be continued and expanded.The research was supported by Ramsey County Attorney’s Office and the National Institutes of Health’s National Center for Advancing Translational Sciences, grant UM1TR004405.Beckman, Kara; Freese, Rebecca. (2026). (Re)Imagining Justice for Youth Impact Report. Retrieved from the University Digital Conservancy, https://hdl.handle.net/11299/278224
AirTAP Briefings (January 2026, vol. 26, no. 1)
No full textArticles include: M&O requirements: Essential updates for airport staff; More snow days ahead? What weather patterns predict for Minnesota; An airport’s story: Waseca Municipal Airport; MnDOT Aeronautics’ Mike Hartell navigating to retirement; A New Year’s message from MnDOT Aeronautics; Aviation associations offer student scholarships; Two Harbors opens new AD buildingAirport Technical Assistance Program (AirTAP). (2026). AirTAP Briefings (January 2026, vol. 26, no. 1). Retrieved from the University Digital Conservancy, https://hdl.handle.net/11299/277786
"Thomas J. Farrell's Top Ten OEN Articles in 2025, and Walter J. Ong's Thought"
No full textSee the above abstract.In my 1,977-word review essay "Thomas J. Farrell's Top Ten OEN Articles in 2025, and Walter J. Ong's Thought," I list my top ten OEN articles based on the number of views of each of them, and I succinctly highlight the work of my former teacher the American Jesuit scholar Walter J. Ong (1912-2003; Ph.D. in English, Harvard University, 1955) of Saint Louis University, where, over the years, I took five courses from him.N/AFarrell, Thomas. (2026). "Thomas J. Farrell's Top Ten OEN Articles in 2025, and Walter J. Ong's Thought". Retrieved from the University Digital Conservancy, https://hdl.handle.net/11299/277732
Minnesota Alumni, Winter 2026, Vol. 125, No. 2
Full text linkUniversity of Minnesota Alumni Association. (2026). Minnesota Alumni, Winter 2026, Vol. 125, No. 2. Retrieved from the University Digital Conservancy, https://hdl.handle.net/11299/277737
Hardening the CAV Ecosystem to Reduce Cybersecurity Risks - Year One
No full textIn this project, we have taken a multi-pronged framework to comprehensively study how to harden and secure the connected and automated vehicle (CAV) ecosystem by simultaneously considering cybersecurity threats posed to CAVs and physical and cyber transportation infrastructure that support CAV operations. We have also explored how to leverage intelligent collaborations amongCAVs and between CAVs and physical/cyber transportation infrastructures to develop solutions to defend the CAV ecosystem against both physical and cyber threats in a holistic fashion. More specifically, we have carried out major research activities along four key aspects including CAV ecosystem threat analysis and risk assessment (TARA), shared state approach against cybersecurity attacks on CAV teleoperation, robust collaborative perception under lossy networks, and infrastructure-based anomaly detection.Funding for this research was provided by the Center for Connected and Automated Transportation (CCAT) under Grant No. 69A3551747105 of the U.S. Department of Transportation, Office of the Assistant Secretary for Research and Technology (OST-R), University Transportation Centers Program.Zhang, Zhi-Li; Mao, Z. Morley; Feng, Yiheng. (2026). Hardening the CAV Ecosystem to Reduce Cybersecurity Risks - Year One. Retrieved from the University Digital Conservancy, https://hdl.handle.net/11299/277891
Making Nursing Visible Integrating Frameworks Institute Strategic Communication with Collective Impact for the Nursing Profession
No full textTo understand why nursing’s visibility requires collective action, leaders must first understand the mechanism producing invisibility. It is not accidental. It is not a failure of marketing. It is structurally produced by dominant paradigms that privilege certain ways of knowing and dismiss others. A meta-analysis of strategic communication documents created for eight nursing and health organizations—Organization A, Organization B, Organization C, Organization D, Organization E, Organization F, Organization G, and Organization H—revealed that every organization, regardless of its focus, confronts the same dynamic: essential dimensions of nursing’s work are rendered invisible by paradigms that reduce complex realities to inadequate simplifications (Pesut, 2026). The Frameworks Institute, founded in 1999, has spent more than two decades developing and testing evidence-based communication strategies for social issues. Their approach—Strategic Frame Analysis®—is grounded in framing theory: the recognition that how an issue is presented (framed) fundamentally shapes how audiences understand and respond to it (Bales & Gilliam, 2004). In their seminal 2011 article in the Stanford Social Innovation Review, John Kania and Mark Kramer introduced the concept of collective impact—a structured approach to cross-sector collaboration in which multiple organizations commit to a common agenda for solving complex social problems. The integration of Frameworks methodology with collective impact produces seven guiding principles that any nursing organization can adopt. These principles emerged from the meta-analysis of cross-organizational communication patterns and reflect the shared cognitive terrain all nursing organizations must navigate. Behind the strategies and how-to guides, there is a deeper truth that this analysis reveals. Nursing’s organizations are not fragments of a broken whole. They are facets of a living system, each one illuminating a different dimension of what it means to nurse, to care, to know, to heal, to advocate, to create, to write, to attend to the full complexity of human health and flourishing.Nursing is the world’s largest health profession, with more than 28 million nurses globally and over four million in the United States. Yet nursing’s contributions to health, healing, and societal well-being remain systematically undervalued, inadequately communicated, and structurally invisible. This article argues that nursing’s visibility challenge is not a collection of separate organizational communication problems but a single structural dynamic requiring a coordinated, profession-wide response. Drawing on a meta-analysis of strategic communication documents created for eight nursing and health organizations using Frameworks Institute Strategic Frame Analysis® methodology, and integrating these findings with John Kania and Mark Kramer’s (2011) collective impact framework, this article provides nursing organizations, associations, and professional societies with the conceptual foundations for understanding why nursing’s invisibility is structural and why collective action is required. The core principles of Frameworks Institute strategic communication as applied to nursing is explored. Practical strategies for integrating Frameworks methodology with collective impact practices are described. A step-by-step how-to guide any nursing organization can implement immediately are delineated, and a call to action for coordinated effort across the profession’s organizational ecosystem to realize collective impact is issued.Pesut, Daniel. (2026). Making Nursing Visible Integrating Frameworks Institute Strategic Communication with Collective Impact for the Nursing Profession. Retrieved from the University Digital Conservancy, https://hdl.handle.net/11299/278917