• Who are the relevant stakeholders and what is at stake for each of them?
Foley: She believed that the advice of consultant was not correct. She did not want CEO to sale the hospital. First, she was just promoted to be Senior Vice President and COO. She was quite satisfied with this job because she had more responsibility for the hospital and more chance to complete her MAB. What is more, she had a strong mentor, CEO. Right now, CEO was counting on her support. If she disagreed with him, he might lose confidence on her. So she might lose career opportunities in the future. In the meanwhile, she thought such disagreement means that she betrayed CEO and let him down. She might also leave the hospital if it was sold. If so, she had to find another job again. It was time-consuming and the position may not be as better as COO. Such a disruption can also have negative influence on her family. As a mother, she has to give her son better life. Moreover, she, as COO of the hospital, bears the responsibility of providing good healthcare to the community. If the hospital was sold, community would be hurt and that was Foley last thing want to see.
CEO: He had to solve his institution’s financial problems and the sale of hospital would be the best solution right now.
Consultant: He offered an advice to CEO and if CEO agreed, he could not only earn reputation but also earn much more income from this deal.
CFO: He was isolated by the analysis because CEO did not trust him.
Consumer: If the hospital was sold to for-profit institution, there would be one local hospital left. Without competition, that local hospital could manipulate the price and it might provide terrible service to consumer. Therefore, consumers would be hurt if the sale happened.
Community: Community needs all kinds of healthcare. If the hospital was sold, its service array, such as mental healthcare, charitable offerings might be cut because