Lincoln Hospital Case Study Essay

IntroductionThis case describes a crisis smirch that unfolds at the Lincoln Hospital, a 400-bed for-profit facility. At the root of the crisis is a dysfunctional consanguinity surrounded by the wisely elected old mr of surgery, tire bug out(p), and the Operating Room (OR) director of 13-years, bloody shame. As a result of their discord, multiple exacerbated issues ar occurring by means of and by means ofout the hospital. These issues atomic number 18 impacting the ability of the hospital to successfully perform the planned surgeries without incur significant issues. The hospital has lost forty percent of the undergo OR nursing staff during the previous eight months, lessor experienced OR nurses are inefficiently successor the more experienced nurses, physicians are large(p) to conduct their surgeries in different hospitals, physicians are arriving late for scheduled surgeries, the staff is divided, and the requirement equipment is exclusively not avail qualified or not the correct size resulting in delays and impacts to performing the surgeries.The pre placent of the hospital is lining a daunting dilemma in trying to figure out how to grow this discord to closure and therapeutic the perturbating set up of this impertinent relationship. He believes the discord is credi 2rthy forthe separate systematic issues conform ton throughout the hospital. He considers firing bloody shame but readily realizes she is an invalu subject asset that he cannot bear to let go. At the same time, he realizes he needs to be cooperative to the surgeons or they lead take their patients to some former(a) hospital. The competitive market adds complexity to the emplacement since the hospital is facing escalating costs, changes in regulations, and unappeas adequate to(p) accreditation standards. The president realizes the surgeons are loyal to the new chief of surgery and that he cannot support to alienate or oppose the freshly elected chief of surgery for forethought of losing the surgeons to his competition. The president conducts his own sign investigating by speaking with both nurses and doctors.He tells bloody shame and apply that they must withstand up their conflict by meeting with either in whole(prenominal) another(prenominal) until they crock up their issues the meetings would begin immediately. To visualise bloody shame and presume follow through with his mandate, the president selects an impartial observer, the new executive director guilt president and chief operational office, Terry, to mediate the meetings. Both bloody shame and Don also ask their respective vice presidents to sit in on the meetings to fix fairness in the care for. 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- any. The president of Lincoln Hospital in conclusion pay backs with an compositional Devel opment (OD) adviser to remedy the situation. The OD advisor meets with Mary and Don separately to obtain answers to the following tether questions1) What does he or she do strong?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 positively charged characteristics round the other person through the process of say the questions. Neither Mary nor Don had openly attributed their respect and admiration for the skills of the other person. introductory to participating in this exercise, their answers revealed the existence of current and escalating frustrations concerning their inability to effectuate unafraid social skills. As Mary and Don happen to participate in these meetings, they become soften equipped to address their confrontational issues. They are better positioned and ableto follow through with depicting specific problems, altering their reactions and their behaviors to effectuate co-existence in a productive way.Contracting and diagnosing StagesThe case did not elaborate overmuch on the undertake stage surrounded by the president and the OD adviser. The case verbalize the president was in communication with the OD consultant. The president described a high up level over discover of the problem and subsequently engage the OD consultant with the expectation that the consultant would champion re declaration of the dysfunction betwixt Mary and Don. The OD consultant did not have the opportunity to talk with either Mary or Don former to establishing a contract with the president. There was no system regarding the time to resolve the issues, or the causeable solutions versus unacceptable solutions, other than the solution must take on ongoing concern for both Mary and Don. The output of the contracting process is make a good decision about how to carry out the effort, define the resources needed to accomplish the tasks and text file the assumptions, risks, and const raints. The contract ensures every last(predicate) parties are in agreement regarding the necessary commitments, support, and resources. Suggestions for establishing an effective contract would let in carefully approaching the contracting process by laying out a model of how the OD process should flow.The contracting process should acknowledge all parties, which would be inclusive of Mary and Don. This ensures they all have an input into establishing expectations for the process in terms of the desired outcomes, establish strand rules that all parties could abide by, and agree upon the time and resources that would be devoted to completing the goals inwardly the given constraints. In addition, the OD consultant should reconcile what his expectations are regarding the process. All parties gnarly need to be clear about their commitment of time and resources to the effort. In addition, Mary, Don, and the OD consultant should agree upon how they will subject field together. Some conversations may require private conversations or information. This type of information should be part of the contract.The diagnosing process began mostly from the description given to the OD consultant by the president and not as a collaborative effort among all affected stakeholders. As stated earlier,Mary and Don, as hygienic as other affected members of the memorial tablet, were not engaged in the early meetings. The OD consultant may have a skewed view of the problem since he did not canvas the problem but rather receive the information second hand. His ability to identify the issues to focus on, how to collect data to bill the progress of a proposed experienceation, and how to obtain agreement upon the process for assigning action travel is largely from the presidents view.Suggestions for implementing a better diagnosing process would include engaging all affected parties, in a collaborative fashion, to understand all the issues, analyze them, and draw conclusions f or action planning and encumbrance. They should be involved in actively developing appropriate interventions and implementations. An assessment, of the current state of the organization, will identify ways to stir the organizations existing functioning. A diagnostic model will excite out what areas to examine and what questions to ask in assessing how they are operating. The diagnostic model should include inputs, design components, and outputs.Third-Party or Other Types of hindranceThe third-party intervention is an appropriate intervention. It successfully generated positive results and reduced the friction amidst the two parties. However an element of tension withal exists between Mary and Don. The consultant was able to get Mary and Don see past their differences and work together to resolve the issues in a productive way. This allows Mary and Don to see a side of each other they did not issue existed, which allows the tensions to subside between the two. This also allow s the organization to benefit since Mary and Don search to be the catalyst for subsequent symptoms appear throughout the organization.Since much of the information, for diagnosing the situation, came from Mary, Don, and the other people affected by the discord, the diagnosis stage is utilizing accurate data to implement resolutions to the problems. This data is the basis of the intervention and as such it allows Mary and Don to make commitments regarding resolution of their issues. Mary and Don also have a new irradiation they can use in future day meetings and interactions. Other possible interventions may include utilization of process consultations andteam mental synthesis events. puzzle out consultations focus on the interpersonal relations and the social dynamics between groups. The team building intervention assists groups in working to evaluate their processes as well as establishing solutions to resolve problems.Third-Party Effectivity and coterminous StepsThe third-p arty intervention is an effective intervention even though not all of the problems were completely intractable perturbating effects keep mum exist and fuel the discord between Mary and Don. Other issues are static present that need to be resolved throughout the organization. This intervention allows both parties, Mary and Don, to take ownership for the issues that resulted and changes the way they fix and interact with each other. It allows Mary and Don the ability to collaborate in the solutions and accept mutual responsibility for their part in the situation. In addition, they are now able to focus on solutions versus their problems.Although there continues to be some conflict between Mary and Don, they are trying to work through their issues in a productive way. Process consultation should occur to ensure they are still making the needed progress. This order would allow flexibility regarding time commitments for all involved. In addition, repetitive practice in exercising th ese newly learned behaviors will result in institutionalized behaviors.ReferencesCummings, T. & Worley, C., (2009). Organization development & change. In (Eds.), Mason, OH South-Western Cengage Learning.