Table of Contents
Lincoln Hospital Case Study Introduction 3
Contracting and Diagnosis Stages 5
Third-Party or Other Types of Intervention 6
Third-Party Effectivity and Next Steps 7
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
References: Cummings, T. & Worley, C., (2009). Organization development & change. In (Eds.), Mason, OH: South-Western Cengage Learning.