Management 594 Case Two
Table of Contents
Lincoln Hospital Case Study Introduction
Contracting and Diagnosis Stages
Third-Party or Other Types of Intervention
Third-Party Effectivity and Next Steps
Lincoln Hospital Case Study Introduction
This case describes a crisis situation that unfolds at the Lincoln Hospital, a 400-bed for-profit facility. At the root of the crisis is a dysfunctional relationship between the newly elected chief of surgery, Don, and the Operating Room (OR) director of 13-years, Mary. As a result of their discord, multiple exacerbated issues are occurring throughout the hospital. These issues are impacting the ability of the hospital to successfully perform the planned surgeries without incurring significant issues. The hospital has lost forty percent of the experienced OR nursing staff during the previous eight months, lessor experienced OR nurses are inefficiently replacing the more experienced nurses, physicians are threatening to conduct their surgeries in different hospitals, physicians are arriving late for scheduled surgeries, the staff is divided, and the necessary equipment is either not available or not the correct size resulting in delays and impacts to performing the surgeries. The president of the hospital is facing a daunting dilemma in trying to figure out how to bring this discord to closure and remedy the perturbating effects of this hostile relationship. He believes the discord is responsible for the other systematic issues seen throughout the hospital. He considers firing Mary but quickly realizes she is an invaluable asset that he cannot afford to let go. At the same time, he realizes he needs to be accommodating to the surgeons or they will take their patients to another hospital. The competitive market adds complexity to the situation since the hospital is facing escalating costs, changes in regulations, and strict accreditation standards. The president realizes the surgeons are loyal to the new chief of surgery and that he cannot afford to alienate or oppose the newly elected chief of surgery for fear of losing the surgeons to his competition. The president conducts his own initial investigation by speaking with both nurses and doctors. He tells Mary and Don that they must resolve their conflict by meeting with each other until they resolve their issues; the meetings would begin immediately. To ensure Mary and Don follow through with his mandate, the president selects an impartial observer, the new executive vice president and chief operating office, Terry, to mediate the meetings. Both Mary and Don also ask their respective vice presidents to sit in on the meetings to ensure fairness in the process. Neither Mary nor Don wants to participate in these meetings and as such, the results of the meeting are less than fruitful. The initial meeting results in a hostile free-for-all. The president of Lincoln Hospital ultimately contracts with an Organizational Development (OD) consultant to remedy the situation. The OD consultant meets with Mary and Don separately to obtain answers to the following three questions: 1) What does he or she do well?
2) What do I think I do that bugs him or her?
3) What does he or she do that bugs me?
Mary and Don were able to see the positive characteristics about the other person through the process of answering the questions. Neither Mary nor Don had openly attributed their respect and admiration for the skills of the other person. Prior to participating in this exercise, their answers revealed the existence of ongoing and escalating frustrations concerning their inability to effectuate good interpersonal skills. As Mary and Don continue to participate in these meetings, they become better equipped to address their confrontational issues. They are better positioned and able to follow through with...
References: Cummings, T. & Worley, C., (2009). Organization development & change. In (Eds.), Mason, OH: South-Western Cengage Learning.
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