EDD-FPX8020_MooreShaniqua_Assessment2-2

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Dec 6, 2023

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Case Study: Riverbend Shaniqua S. Moore Department of Education, Capella University EDD-FPX 8020: The Dynamics of Organizational Improvement – Assessment 2 Dr. Stanley Crawford January 2022

1 Introduction There have been some concerns about how the Riverbend City Medical Center (RCMC) has not been meeting the needs medically of the Hmong population. An accident involving a train had taken place, and the injured were being treated at the Royal Columbian Hospital in Vancouver. In response to their cultural beliefs, many of the injured family members went to the emergency hospital in order to pass on their traditional conceptions of medicine to their loved ones who were in need of assistance. The nurses did not take this well, and an unfortunate incident with one particular family, the Vang family, resulted as a result. When the Hmong community complained about the hospital, the newspaper article called attention to their bad relationship with them as well as their concerns, and the hospital was criticized for how they handled the situation. In his capacity as CEO of RCMC, Eugene Pittman knows that the current situation cannot be continued indefinitely and that reform must be implemented. A successful program that is currently being used elsewhere, referred to as the Merced program, has been identified by Eugene. In order to better understand the concept and identify how they might successfully implement it at RCMC, Eugene has sought the support of his Chief Nursing Officer and Nurse Training Manager. There appears to be a basic problem with communication and understanding between the hospital and the Hmong community, which appears to be a result of cultural disparities between the two groups. It is possible to examine the current situation by employing Stroh's Four-Stage Change Process approach for establishing desired change and using it as a template for achieving required change, as described in his book (Stroh, 2014). The steps are as follows: creating the framework for change, addressing existing reality, deciding on what you want, and bridging the gap between the two (Stroh, 2014).

2 Foundation for Change It is critical to apply and evaluate the four-step transformation process in order to improve the current scenario that exists between RCMC and the Hmong community in order to move forward. To ensure that everyone is interested in fixing the problem, it is vital to build a shared vision during the early stage of the process. Analysis of what is working and what isn't working in the current circumstance is essential. The stakeholders participating in the common vision must also be examined at this stage, as well as a shared vision of what the desired outcome should be at this point. The stakeholders involved must be engaged both individually and collectively, and they must all have a clear vision of what they want the outcome to be. Despite the fact that this is a difficult subject, and it is clear from the scenario that there are a variety of emotions at play, the fact that the hospital has accepted responsibility is a significant step in the right direction.

3 Engaging the stakeholders is a critical component of laying the groundwork for transformation. As a first step, the hospital can develop and implement a stakeholder mapping process. This map would include all of the participants' names, as well as the amount of current support they are providing and how this compares to the amount of desired help, as well as their motivation and what the hospital can do to engage each of the stakeholders involved. Jessica Jameson, one of the novice nurses, appears to have a preconceived notion about which the Hmong people are and what they represent, as evidenced by her lack of enthusiasm for learning more about the program. The concept of a mental model is used in this context by Senge. According to Senge, mental models might be as simple as generalizations or preconceptions about individuals or theories, or as complex as complex theories. Preconceived conceptions about the Hmong people, such as that they practice animal sacrifices, harmful medicine, and witchcraft have formed in Jessica's mind, and she has formed an opinion about the Hmong people and their actions as a result. The Shaman Program has received a much more positive response from Samantha Carter, a medical surgery nurse, Carl Lauderback, the ER Nurse Supervisor, and others, and both are eager to learn more about it. Building consensus is also crucial; make certain that everyone understands and concurs on the reasons for your gathering, as well as the problem you wish to address and the primary issue you wish to resolve. Creating a common ground is also important.

4 Making certain that all stakeholders understand the goal and vision of the business and what the primary focus is might be detrimental to the success of the firm. Having uncomfortable dialogues about challenging subjects is a necessary part of the transformation. It is not possible to make assumptions about what we believe we know. Investigating the use of our mental models in order to identify a method of systems thinking might be good to investigate further. Example: Christine Sasson is open to learning more about traditional Hmong ways, but she wants to make sure that it is something that will hold the nurses' attention while also being effective and put to use; she expresses concern that she does not want the nurses to feel as though they are wasting their time by learning about these traditions. She believes in the importance of openness, and she is the type of employee who would be more accepting of organizational change. The process of implementing change must begin with the identification and participation of stakeholders, as well as the willingness and ability to develop ways to engage individuals who may be resistant or have specific attitudes. Collaborative efforts must begin at this point, and tools for critical thinking must be presented and employed in a methodical manner. Facing Current Reality

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