Identify the Sullivan Hospital System’s primary stakeholders and their interests in the situatio

THE SULLIVAN HOSPITAL SYSTEM PART I livan Hospital System (SHS), CEO change process how TOM, engagement, and other strategic had advanced and the Ken Bonnet expressed concern over market issues that would need to be addressed share losses to other local hospitals over the more sophisticated processes were to be past six to nine months and declines in patient implemented. During the meeting, you guide satisfaction measures. To him and his senior them through several exercises to get the administrators, the need to organization was clear. It was such a change would require the enthusiastic and explored their understanding of participation of all organizational members, tals current mission, goals, and str including nurses, physicians, and managers the SHS also clear that am to examine methods of de how team-based problem solving had advanced, ma ategie Although you were concerned about start ing the process with a workshop that explored a solution rather than understanding the problem you remembered Roger Harrisons consulting rule, Start where your client is at, and agreed At SHS, the senior team consisted of the top administrative teams from the two hospitals n the system. Bonnet, CEO of the system and president of the larger of the two hospitals, was joined by Sue Strasburg, president of the smal to conduct the workshop. You were assured by ler hospital. Their two styles were considerably Bonnet that the hospital system was committ different. Whereas Bonnet was calm, confident, to making substantive changes and that this and mild-mannered, Strasburg was assertive, was only the first step. In addition, and in sup- nd energetic. Despite these dif- port of this commitment, Bonnet told you that ferences, both administrators demonstrated a he had already agreed in principle to begin a illingness to lead the change effort. In addition, work redesign process in a few of the nursing each of their direct reports was clearly excited units at each hospital and had begun to finalize a about initiating a change process and was contract with a large consulting firm to do the work. The workshop was highly praised and you atever initiative Bonnet and ou were contacted by Bonnet to conduct and kick off the change process am to hold off on the work ign implementation long enough to conduct Strasburg would allow or empower them to do. convinced t a diagno sis of th a three-day retreat with the combined manage- ment teams Based on conversations with administrators SHS o lection activities including inte managers from both hospitals as Following the retreat, your diagnosis of the tion employed a variety of data co- interviews with senior rganizat om other hospitals and industry conferences, the team believed that the system needed a major well as a s nt pling of midd le managers and staff (for example overhaul of its Total Quality Manageme nurses, ancillary professionals, and environmen- Questions about the hos- s. First, process for two primary reason they believed that an improved patient care tal services providers). process would give p to use the hospital, thus improving market passion. There was almost unanimous share. Second, although the Joint Commission ment to the breadth of on Accreditation of Healthcare Organizations values that played a prominent role in pitals mission garnered the most consensus and commit- services provided and the the deliver hysicians a good reason (JCAHO) had enacted policies some time ago of those services by a Catholic-sponsored health improvement principles, SHSs system was values statement was clearly posted throughout agreed that they lacked the adequate skills ment were repeated almost verbatim in the mission and encouraging hospitals to adopt continuous care organization, such as SHS. A hind the times. The team readily the hospital and many of the items in that state- associated with implementing interviews From there, however, answers about the and knowledge a more sophisticated TOM process. This first meeting was to gather together to hear about organizations purpose and objectives

Identify the Sullivan Hospital System's primary stakeholders and their interests in the situation.

THE SULLIVAN HOSPITAL SYSTEM PART I livan Hospital System (SHS), CEO change process how TOM, engagement, and other strategic had advanced and the Ken Bonnet expressed concern over market issues that would need to be addressed share losses to other local hospitals over the more sophisticated processes were to be past six to nine months and declines in patient implemented. During the meeting, you guide satisfaction measures. To him and his senior them through several exercises to get the administrators, the need to organization was clear. It was such a change would require the enthusiastic and explored their understanding of participation of all organizational members, tal's current mission, goals, and str including nurses, physicians, and managers the SHS also clear that am to examine methods of de how team-based problem solving had advanced, ma ategie Although you were concerned about start ing the process with a workshop that explored a solution rather than understanding the problem you remembered Roger Harrison's consulting rule, “Start where your client is at,” and agreed At SHS, the senior team consisted of the top administrative teams from the two hospitals n the system. Bonnet, CEO of the system and president of the larger of the two hospitals, was joined by Sue Strasburg, president of the smal to conduct the workshop. You were assured by ler hospital. Their two styles were considerably Bonnet that the hospital system was committ different. Whereas Bonnet was calm, confident, to making substantive changes and that this and mild-mannered, Strasburg was assertive, was only the first step. In addition, and in sup- nd energetic. Despite these dif- port of this commitment, Bonnet told you that ferences, both administrators demonstrated a he had already agreed in principle to begin a illingness to lead the change effort. In addition, work redesign process in a few of the nursing each of their direct reports was clearly excited units at each hospital and had begun to finalize a about initiating a change process and was contract with a large consulting firm to do the work. The workshop was highly praised and you atever initiative Bonnet and ou were contacted by Bonnet to conduct and kick off the change process am to hold off on the work ign implementation long enough to conduct Strasburg would allow or empower them to do. convinced t a diagno sis of th a three-day retreat with the combined manage- ment teams Based on conversations with administrators SHS o lection activities including inte managers from both hospitals as Following the retreat, your diagnosis of the tion employed a variety of data co- interviews with senior rganizat om other hospitals and industry conferences, the team believed that the system needed a major well as a s nt pling of midd le managers and staff (for example overhaul of its Total Quality Manageme nurses, ancillary professionals, and environmen- Questions about the hos- s. First, process for two primary reason they believed that an improved patient care tal services providers). process would give p to use the hospital, thus improving market passion. There was almost unanimous share. Second, although the Joint Commission ment to the breadth of on Accreditation of Healthcare Organizations values that played a prominent role in pital's mission garnered the most consensus and commit- services provided and the the deliver hysicians a good reason (JCAHO) had enacted policies some time ago of those services by a Catholic-sponsored health improvement principles, SHS's system was values statement was clearly posted throughout agreed that they lacked the adequate skills ment were repeated almost verbatim in the mission and encouraging hospitals to adopt continuous care organization, such as SHS. A hind the times. The team readily the hospital and many of the items in that state- associated with implementing interviews From there, however, answers about the and knowledge a more sophisticated TOM process. This first meeting was to gather together to hear about organization's purpose and objectives

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