Lincon case
Running head: LINCOLN HOSPITAL GROUP CASE STUDY ANALYSIS
Lincoln Hospital Group Case Study Analysis
Organizational Change and Development HRD-520
Angela Bachtel
William Kenneth Ditto
Andrees Rivers
Santino Viselli
McDaniel College
Spring 2014
1
LINCOLN HOSPITAL GROUP CASE STUDY ANALYSIS
2
Third party interventions are defined as “activities aimed at helping two or more people within the same organization to resolve interpersonal conflicts” (Cummings & Worley, 2009, p.
755). This intervention was employed as the primary solution used for the issues experienced within the Lincoln Hospital. Lincoln Hospital is a non-profit organization which had staffing, team work and productivity challenges in the OR department which focused on the deterioration of the working relationship between two organizational leaders, the new chief of surgery, Don, and the OR director, Mary. Both leaders had valuable assets to contribute to the larger staffing groups under their supervision and therefore were essential to retain, however, the inability for these two administrators to operate as a team reflected negatively on the OR nurses and surgeons. While the intervention utilized was successful, tensions still lingered between Don and
Mary. This reaffirms a need for future improvements. As a result, this paper will examine how the OD process was utilized to explore the issues, interventions, solutions, and next steps necessary to resolve the organizational challenges existing within the Lincoln Hospital.
When entering into an OD relationship with a new client, it is vital to have a complete understanding of the organization and situation that is being dealt with. This is why the entering and contracting phase of this relationship is so important. Working through the details of this part of the OD services will ensure that both the client and the practitioner are benefiting from the services that are being provided. During the entering and
Lincoln Hospital Group Case Study Analysis
Organizational Change and Development HRD-520
Angela Bachtel
William Kenneth Ditto
Andrees Rivers
Santino Viselli
McDaniel College
Spring 2014
1
LINCOLN HOSPITAL GROUP CASE STUDY ANALYSIS
2
Third party interventions are defined as “activities aimed at helping two or more people within the same organization to resolve interpersonal conflicts” (Cummings & Worley, 2009, p.
755). This intervention was employed as the primary solution used for the issues experienced within the Lincoln Hospital. Lincoln Hospital is a non-profit organization which had staffing, team work and productivity challenges in the OR department which focused on the deterioration of the working relationship between two organizational leaders, the new chief of surgery, Don, and the OR director, Mary. Both leaders had valuable assets to contribute to the larger staffing groups under their supervision and therefore were essential to retain, however, the inability for these two administrators to operate as a team reflected negatively on the OR nurses and surgeons. While the intervention utilized was successful, tensions still lingered between Don and
Mary. This reaffirms a need for future improvements. As a result, this paper will examine how the OD process was utilized to explore the issues, interventions, solutions, and next steps necessary to resolve the organizational challenges existing within the Lincoln Hospital.
When entering into an OD relationship with a new client, it is vital to have a complete understanding of the organization and situation that is being dealt with. This is why the entering and contracting phase of this relationship is so important. Working through the details of this part of the OD services will ensure that both the client and the practitioner are benefiting from the services that are being provided. During the entering and
References: Buller, P. F., & Bell, C. H. (1986). Effects of Team Building and Goal Setting on Productivity: A Field Experiment Cummings, T. G., & Worley, C. G. (2009). Organization Development & Change (9th ed.). Fisher, R. J., & Keashly, L. (1988). Third party interventions in intergroup conflict: Consultation is not mediation Iglesias, M., & Vallejo, R. (2012). Conflict resolution styles in the nursing profession. Nugent, P. S., & Broedling, L. A. (2002). Managing conflict: Third-party interventions for managers Peters, T. J., & Waterman, R. H. (1982). In Search of Excellence: Lessons from America’s bestrun companies. New York, New York: Harper & Row. Robbins, S.P., Judge, T.A. (2010). Essentials of Organizational Behavior (10th ed). Upper Saddle River, NJ: Pearson Prentice Hall, 135, 186-187. Shuffler, M. L., DiazGranados, D., & Salas/Univeristy of Central Florida, E. (2011). There 's a Science for That: Team Development Interventions in Organizations Yaeger, T. F., & Sorensen, P. F. (2013). OD and healthcare. OD Practitioner, 45(2), 56-59.