The main problems
In this article, the problem lies in several questions that Providence CEO Josie Walsh needed to address. The essence of the first question is what company values need to be embedded in the workflow to make a difference in Providence’s collaboration with partners. The second question is how the CEO can use his leadership skills to gain the support of the team and critical partners in the future. The third issue in the article is that management often does not trust its employees and does not provide opportunities for free creativity and work. The final fourth problem is the lack of provision of appropriate resources to improve workflow. Each of these four problems is fundamental and requires significant work to correct.
Solutions to the problems
To solve the first problem, the CEO consulted with key partners to find out what they needed now. Generally, they all asked for one thing: to improve patient flow. That meant developing a new system for transferring patients from the acute care unit to the rehabilitation unit. The CEO convened the board of directors and began brainstorming, asking a series of questions about rehab, reaching out to patients’ families before their relative was transferred from the emergency department, and so on. Walsh’s problem, creating a model for “improving patient flow.” This model seemed so effective that many Ontario clinics or overseas hospitals could adopt it (Weil & Reddin, 2014). As a knowledgeable manager, Walsh first suggested “testing” the model and then deciding whether to make it permanent. Walsh solved the second problem by including rank-and-file employees in brainstorms. This is understanding the value of the individual as an important employee when working in teams and building business relationships. The third problem the CEO solved by asking for constant feedback from the team. The fourth equipment problem was solved by reaching an agreement with employees, explaining the reason for its absence, and promising to solve the problem in the future.
To solve the first problem, maintain daily communication with partners, so that if any problem arises, the company can solve it as quickly as possible. To solve the second problem, it is necessary to introduce such a quality as honesty into the work process. In this way communication with partners will be more sincere. The board of directors will learn about problems in a timely manner, and ordinary workers will immediately receive feedback about their work problems. To solve the third problem, it is necessary to find an unspoken leader in the team, invite him into the office and find out what the main problems are bothering the rank-and-file employee. In the case of “rigid limits” for employees, you can allow them to act more creatively. The main condition is to meet the deadline. To solve the fourth problem, you could ask partners to find equipment. When a company does a good job, their partners, feeling responsible, are willing to help and find out where and how to buy the equipment the company needs.
Under such circumstances, the partners will be able to do their jobs more efficiently, increasing the number of patients admitted, and Providence will realize care for more patients. Such a situation will strengthen the relationship between Providence and the hospitals, and a motivated workforce will be able to work on the work they have come up with a strategy for together, from the rank-and-file employees to the directors. In my expectation, these solutions to the problem will allow for faster coordination between offices and thereby satisfy the original requests of partners and CEOs.
Marc, D., Florence, D., Youssef, F., & Slim, B. (2018). Effective healthcare departments: What makes a team? Research & Reviews: Journal of Nursing and Health Sciences, 4(2), 1–6. Web.
Weil, M., & Reddin, C. P. (2014). Boldly go: Character drives leadership at providence healthcare. Ivey Publishing