Ontario (Canada) has adopted its own, unique approach to regionalization. The establishment of Local Health Integration Networks (LHINs) has combined features from a number of different models such as regional health authorities, strategic health authorities in the U.K., and the ‘Purchaser/Provider split’. Of importance in the Ontario model is the nature of authority vested in the LHIN to carry out its responsibilities. As we learned from the framework proposed by Glouberman and Mintzberg, health care systems are unique and complex. Understanding these complexities is important to effective leadership. Utilizing their four quadrant framework: • 4 differentiated worlds in health care (Glouberman and Mintzerg): – Care -- nursing – Cure -- medicine – Control -- management – Community -- boards and donors 1. Develop a working model for the LHINs in Ontario. Identify the key stakeholders in each quadrant and explain the values and culture that define each quadrant. 2. Using the theory behind the model and your analysis for the LHINs, identify the leadership challenges that the LHIN Board and the CEO face. 3. Discuss from our studies to date which leadership theory/theories best suit the LHIN CEO responsibilities. Why? Reference Glouberman, Sholom and Mintzberg, Henry, (2001), Managing the Care of Health and the Cure of Disease: Part 1 Differentiation Health Care Management Review, (Winter); 26. Glouberman, Sholom and Mintzberg, Henry, (2001), Managing the Care of Health and the Cure of Disease: Part 2 Integration Health Care Management Review, (Winter); 26. At least 5 references