The analysis of my organization revealed that there were both high-performing and low-performing teams. The evidence of high-performing teams was based on group interactions, their communication, and how they achieved their goals. The high performing team was the quality improvement team and it was evidenced by the team members showing trust towards each other and trust towards achieving the purpose of the team (Coit et al., 2018). The team members had established a clear guideline on how they could work together and achieve their goals. The team was able to recognize the individual talents and skills and then use them to realize the goals of the organization (Ruch et al., 2018). The team was focused on hitting its goals and there was a general improvement in organizational outcomes.
The low-performing team in the organization could be identified as emergency department team. While the team was still performing effectively, it was not at the level of the high-performing team. The emergency department team experienced several challenges as there were several conflicts that emerged among the members of the team from time to time. The conflicts had caused some of the members not to trust each other. The team could improve to become a high performing team by focusing on improving its communication and leadership (Cohrs et al., 2019). The leadership of the team should strive to solve conflicts and prevent factors that could result in conflicts. The leadership may also play a big role in facilitating communication among the team members.
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References
Cohrs, C., Bormann, K. C., Diebig, M., Millhoff, C., Pachocki, K., & Rowold, J. (2019). Transformational leadership and communication. Leadership & Organization Development Journal .
Coit, C., Franzen, M., & Hughes, J. (2018). Build Staff Trust and Teamwork for Best Results. Opflow , 44 (8), 6-6.
Ruch, W., Gander, F., Platt, T., & Hofmann, J. (2018). Team roles: Their relationships to character strengths and job satisfaction. The Journal of Positive Psychology , 13 (2), 190-199.
Discussion Theory 2 – Wizards and CEOs : The OZ
The analysis of the complexity tale of “Wizards and CEOs, the Oz factor” revealed that there were several principles and concepts of complexities. One of the concepts of the complexity theory is that complex systems are difficult to predict how things might change. For the given organization, Muhlenberg’s had not anticipated that there would be a change of leadership (Zimmerman, Lindberg, & Plsek, 2013). This had created a complex situation that was highly difficult to predict. It was also apparent that leaders need to embrace the complexities of the world and not to fight and control it. The complexity theory is based on guiding leaders to navigate through the chaotic environment and unleash the adaptive and creative talents of their people.
Reading the story provided insights about organizational behavior that can be applied to the context of my organization. One organizational behavior is that of a control culture compared to a changing culture (Hernaus & Černe, 2019). From the story the leaders made use of a control culture which was highly ineffective. On the other hand, a changing culture can be applied to my organization with the focus of building relationships and connections. The organizational culture should also focus on being straight and not secretive as seen in the Wizard of Oz where the wizard was secretive. In Muhlenberg’s organization, John had been open indicating that he would have a different leadership (Zimmerman, Lindberg, & Plsek, 2013). Such an openness can be applied to my organization by focusing on people to become team players as this would create trust (Coit et al., 2018).
References
Coit, C., Franzen, M., & Hughes, J. (2018). Build Staff Trust and Teamwork for Best Results. Opflow , 44 (8), 6-6.
Hernaus, T., & Černe, M. (2019). The micro-foundations of strategic renewal: Middle managers’ job design, strategic change culture, organizational effectiveness unit, and innovative work behavior. In Strategic Renewal (pp. 160-176). Routledge.
Zimmerman, B., Lindberg, C., & Plsek, P. E. (2013). Edgeware: Insights from complexity science for health care leaders . United States of America: York University, 1998.
Discussion Theory 3
For the given analysis, the two areas in New Jersey that were selected were Morristown and Newark. The Medicare spending for the two areas were analyzed for the year 2016. The two regions were analyzed because they had a similar number of Medicare enrollees that was 115,806 for Morristown and 110,808 for Newark. The total Medicare reimbursements per employee was 9,887 for Morristown and 10,636 for Newark (“Interactive Apps”, 2020). The statistics revealed the Medicare spending for Morristown was lower per enrollee but was higher for Newark. However, the total expenditure for Morristown could be higher compared to Newark due to the larger population in Morristown. Medicare is largely meant for the larger population and the region with the larger spending could be an indicator of increased sickness among the elderly population in Morristown (Einav et al., 2018). This can also be used to guide future care for the given region.
References
Einav, L., Finkelstein, A., Mullainathan, S., & Obermeyer, Z. (2018). Predictive modeling of US health care spending in late life. Science , 360 (6396), 1462-1465.
“ Interactive Apps”. (2020). Retrieved from https://www.dartmouthatlas.org/interactive-apps/
Discussion Theory 4 – Atlantic Health System
The SWOT analysis of the strategic plan of the Atlantic Health System revealed that one of the strengths is that it focuses on meeting the needs of the team through values of professionalism, involvement, respect, and dignity. The weakness of the strategic plan is that it fails to focus on some of the immediate needs of the facility such as hospital shortages and funding. The opportunity presented in the strategic plan is focusing on communities and empowering lives. One of the threats of the strategic plan is that there could be political and economic changes that impact the financial resources of the facility and its ability to meet its objectives. One of the principles of complexity is to build a vision that is good enough and this was addressed through focusing on the needs of the team. The next principle was to view the system through the complexity lens and this was realized through having a plan that is flexible to different changes (Zimmerman, Lindberg, & Plsek, 2013) The third principle involves going for multiple actions and this was evident through the different approaches of focusing on communities and teamwork.
The strategic plan of the healthcare system should focus on innovation and change by creating dynamic teams and changes in community interaction. Such a focus on innovation should acknowledge the complexity of the healthcare system and the need to continually be innovative and incorporate multiple changes (Bessant et al., 2017). The aspect of innovation would align with the principles of complexity as it would view the system through the lens of complexity and focus on having swarmware through unique innovation and clockware through sustainable teams (Inigo, Albareda, & Ritala, 2017).
References
Bessant, J., Alexander, A., Wynne, D., & Trifilova, A. (2017). Responsible Innovation in Healthcare—The Case Of Health Information Tv. International Journal of Innovation Management , 21 (08), 1740012.
Inigo, E. A., Albareda, L., & Ritala, P. (2017). Business model innovation for sustainability: Exploring evolutionary and radical approaches through dynamic capabilities. Industry and Innovation , 24 (5), 515-542.
Zimmerman, B., Lindberg, C., & Plsek, P. E. (2013). Edgeware: Insights from complexity science for health care leaders . United States of America: York University, 1998.
Discussion Theory 5 – Atlantic Health System
The contingency plan for Atlantic Health System was based on emergency preparedness. It focused on being ready for the unexpected in case of a natural disaster or a medical emergency. The contingency plan for the health system focuses on identifying the likely disaster, the adequacy of the hospital resources, and then deciding to activate an alternative system in case of a disaster (“Emergency Preparedness for Seniors”, 2020).). The contingency plan could be an effective contingency plan but would require additional details for improvement.
The contingency plan would focus on several different factors by focusing on the principles of Clockware and Swarmware. The first aspect of the plan would conduct a financial analysis that identifies the costs in case of an interruption. The plan would also involve a risk assessment that analyzes the potential causes of an interruption and this would be ranked based on the cost implications (Segal, 2017). Equipment identification is also critical and the facility should have all the necessary equipment that would be necessary for continual operations identified (Muttlib et al., 2020). The next aspects of the contingency plan would focus on prioritization of the finances, the interconnectedness of the system, and the technical issues that could arise. The final aspect of the plan would focus on having a decision of an alternative plan. The contingency plan focuses on the principles of clockware and swarmware by ensuring that all the resources of the organization such as the technical, financial, and equipment of the organization are running. The plan then focuses on swarmware by exploring the new possibilities through different plans and adequate resources in case of a disaster.
References
Muttlib, M. A. A., Ismail, S., Fathi, M. S., & Shafie, M. A. (2020). Incorporation of Medical Equipment Planning in Healthcare Facility Construction Project: A Review. TEST Engineering & Management , 82 , 2087-2093.
Emergency Preparedness for Seniors. (2020). Retrieved from https://www.atlantichealth.org/conditions-treatments/senior-services/emergency-preparedness-for-seniors.html
Segal, S. (2017). Controlling critical risks in healthcare. International Journal of Computer Trends and Technology , 48 (1), 24-26.
