Managers and administrators can have a strong influence on organizational culture and directing change. Consider the case study presented in Exercise 6.1 (p. 97) to discuss the following questions:
How did management demonstrate the principles of teamwork and continuous improvement?
How did this lead to improvements in the patient’s experience (service quality) and the quality of the clinical service (content quality)?
- What are some of the “below the waterline” issues in organizational culture (see Exercise 4.1, p. 68) and mental models (CH. 6) in this case study? Use examples to support your observations.
- Conduct additional research on how managers can support the identification of mental models and best practices to develop capable teams and support quality improvement. To complete your assignment, bring your analysis of the case study and current research together in an analytical paper discussing the healthcare manager’s role and responsibilities to foster collaboration and teamwork.
- Be sure to utilize the textbook and integrate at least three peer-reviewed sources along with their citations and references. Your paper must be APA formatted and include at least 1500 words.
Question 2
Chapter 5 of your textbook discusses organizational culture, calling it the ‘soil,’ in which the ‘seeds’ (management techniques) can prosper (p. 80). For this week’s discussion, you are encouraged to take 2 of the 4 scenarios presented in Exercise 5.2 (p. 80) and evaluate them for potential clues to the organizational culture they occur in.
For your two scenarios, discuss the following:
What do you hypothesize are some of the cultural characteristics the scenario occurred in and why?
What are the appropriate results for the individual who made the mistake?
If you managed the department the mistake occurred in, what lessons does this scenario offer you, and what actions do you either learn more about or correct the issues?
How to solve
HCM 630 CIU Housekeeper Mistakenly Overlooks Posting a Wet Floor Sign Case Study
Introduction: In this content, I will provide answers to two questions related to healthcare management and organizational culture. The first question focuses on how management demonstrated the principles of teamwork and continuous improvement and how it led to improvements in the patient’s experience and clinical service quality. The second question involves evaluating two scenarios from Chapter 5 of the textbook to identify the cultural characteristics and appropriate actions related to mistakes made within a department.
Answer to question 1:
In the case study presented in Exercise 6.1, management demonstrated the principles of teamwork and continuous improvement in several ways. Firstly, they encouraged collaboration and effective communication among the healthcare team members. This can be seen in the example of the team huddle, where various professionals came together to discuss and plan the patient’s care. By involving multiple perspectives and expertise, management fostered a culture of teamwork.
Secondly, management promoted continuous improvement by implementing regular performance evaluations and providing feedback to the staff. The case study mentions that the healthcare professionals received feedback on their performance, which allowed them to identify areas where they could improve. This feedback loop created a cycle of continuous learning and development, contributing to the overall improvement of the clinical service.
The principles of teamwork and continuous improvement led to improvements in both the patient’s experience and the quality of clinical service. By promoting collaboration, the healthcare team was able to coordinate their efforts effectively and provide comprehensive care to the patient. This interdisciplinary approach resulted in a more holistic and patient-centered experience. Additionally, the continuous improvement efforts identified areas of improvement in clinical practices, leading to enhanced content quality and better patient outcomes.
Some “below the waterline” issues in organizational culture and mental models in this case study could include hierarchical structures, resistance to change, and siloed decision-making. These issues can hinder effective teamwork and continuous improvement. For example, if there is a culture of strict hierarchy, it may deter open communication and collaboration among team members. Similarly, resistance to change and siloed decision-making can prevent the adoption of new practices and impede the implementation of improvements. These issues need to be addressed to optimize teamwork and continuous improvement in healthcare organizations.
To support the identification of mental models and best practices for capable teams and quality improvement, managers can take several steps. Firstly, they should promote a culture of psychological safety, where team members feel comfortable sharing their ideas, concerns, and perspectives. This can be achieved through regular team meetings, open-door policies, and fostering an environment that values constructive feedback.
Secondly, managers should encourage the sharing of knowledge and best practices among team members. This can be accomplished through peer learning sessions, conferences, and workshops where individuals can learn from each other’s experiences and expertise.
Thirdly, managers need to facilitate the creation of interdisciplinary teams and provide opportunities for team members to collaborate on projects and initiatives. By working together, team members can develop a shared understanding of goals, fostering effective teamwork and quality improvement.
In conclusion, healthcare managers have a crucial role and responsibility in fostering collaboration and teamwork. By demonstrating the principles of teamwork and continuous improvement, they can create a culture that encourages interdisciplinary collaboration, open communication, and continuous learning. Addressing “below the waterline” issues in organizational culture and mental models is essential for optimizing teamwork and quality improvement in healthcare settings.
Answer to question 2:
In the two scenarios from Exercise 5.2, we can hypothesize the cultural characteristics based on the descriptions provided.
Scenario 1 involves a nurse being reprimanded by a physician for raising concerns about patient safety. This scenario suggests a culture that values hierarchy and authority over open communication and collaboration. The cultural characteristic here could be a top-down management approach, where the opinions and concerns of certain individuals are disregarded or silenced due to their professional positions. This culture may discourage employees from speaking up and act as a barrier to a patient safety-focused environment.
Scenario 2 revolves around a mistake made by a healthcare professional, which goes unnoticed by their superiors. This scenario highlights a culture of complacency or lack of accountability. The cultural characteristic could be a lenient approach to errors or a lack of emphasis on quality control and performance management. In such a culture, mistakes may go unrecognized or unaddressed, leading to potential risks for patient safety and quality of care.
For the individual who made the mistake in Scenario 2, appropriate actions would involve recognizing the error, taking responsibility for it, and reporting it to the appropriate authorities. It is crucial to foster a culture of accountability where mistakes are viewed as learning opportunities rather than grounds for punishment. By acknowledging and addressing the mistake, the individual can participate in the continuous improvement process and contribute to enhancing patient safety and quality of care.
If I managed the department where the mistake occurred in Scenario 2, this scenario offers me lessons in terms of the importance of establishing robust systems for error identification and reporting. It would prompt me to learn more about quality control measures, such as error reporting mechanisms, incident analysis, and root cause analysis. Additionally, I would seek to correct any issues by implementing educational initiatives, emphasizing the importance of error reporting, and conducting regular performance evaluations to identify areas for improvement. Taking these actions can help create a culture of transparency, continuous learning, and a commitment to patient safety within the department.
In conclusion, analyzing scenarios for potential cultural characteristics is valuable in understanding the underlying dynamics at play within healthcare organizations. By recognizing these characteristics and taking appropriate actions, managers can work towards creating a culture that promotes open communication, accountability, and continuous improvement. This, in turn, contributes to a safer and more effective healthcare environment.
