Term
Scenario #1: Taking the First Step
You met with the previous Chief of Clinical Services prior to his departure from MHS. He stated that the outpatient directors:
Disliked their jobs and wanted out as soon as possible
Had trouble balancing administrative and patient care responsibilities
Had difficulty being both boss and colleague of other providers in the clinic
Were reluctant to assume new tasks and showed little initiative
Had 'blinders on' and thus did not see the larger picture for the good of the organization
Based on your meeting with the previous Chief of Clinical Services and the situation described in the previous screen, what would you do first? |
|
Definition
| Institute a mentorship program |
|
|
Term
Scenario #2: The Next Step
You met with each director and found that the observations of the previous Chief of Clinical Services were indeed true (see Scenario #1). In addition, your meetings with the directors identified the following:
Lack of understanding of MHS's mission and goals
Limited administrative/organizational support
No orientation to the job
Lack of knowledge of the supply system and civilian personnel system
Not knowing where to go for assistance in getting problem resolved
Decision you need to make:
2. What would be your next step given the issues identified above? |
|
Definition
| Conduct a one-day management orientation program that would include presentations and time for discussions with the chief executive officer and directors of all administrative services |
|
|
Term
Scenario #4: Clinical Mentality
You are concerned that the clinical mentality of your directors may get in the way of effective management. You do some research and find out that the orientations or mentality of physicians could be antithetical to management as shown in the Clinical vs. Managerial Mentality table:
Clinical vs. Managerial Mentality Ref. 9 |
|
Definition
|
|
Term
Scenario #6: Managing the Clinical Staff
As mentioned, the directors must be both a boss and colleague to the other physicians who work in their department, service, or clinic. These providers are clinically very competent and have a high degree of motivation.
Decision you need to make:
6. What leadership style is most appropriate in the clinical supervision of these providers? |
|
Definition
|
|
Term
Scenario #7: Interpersonal Skills
The low morale of the staff in the clinics is largely attributed to the interpersonal skills of the directors. The staff have complained to you that the directors are often abrupt, talk down to them, make decisions and issue orders without their input, do not value different views or perspectives, and come across as aloof, disinterested, and arrogant.
Decision you need to make:
7. What leadership concept should you focus on to address the issues identified in the scenario? |
|
Definition
|
|
Term
Scenario #8: Communication Channels
You recently were visited by the Inspector General (IG) who had received complaints from staff who stated that their suggestions to directors for improvements in the clinic have fallen on deaf ears. The staff also stated that their ideas for improvements beyond their clinic are not being passed on to you and other executives who can effect change. Also, some fear reprisals if they speak out. To ensure ongoing improvement, the IG recommended that MHS set up communication channels so that good ideas and suggestions from the staff can be quickly moved through the system.
Decision you need to make:
8. Based on the IG's recommendation, which one of the following would be the most effective in getting timely ideas for improvement from the staff? |
|
Definition
| Web-based (intranet) suggestion system with tracking of ideas/suggestions |
|
|
Term
Scenario #10: Continuing the Progress
Your interventions to develop the clinical directors (e.g., mentoring, the management orientation, and JMESI distance learning programs) have been successful. You have seen acceptance of their management role, improvements in patient services, and increased staff morale. However, you are concerned that these gains may be lost if the development efforts are not reinforced.
Decision you need to make:
10. What action should you take to reinforce learning and ensure that successes continue? |
|
Definition
| Regular, facilitated meetings with all directors |
|
|
Term
Scenario #1: First Step
You have made the business case of diversity in your organization by identifying and reinforcing the benefits of diversity with respect to patient satisfaction, staff relationships, and overall organizational effectiveness. Now you want to want to move forward to address key diversity issues.Given the above scenario, what would you do first? |
|
Definition
| Conduct a diversity assessment |
|
|
Term
Scenario #2: Management Development
A vital function of a leader is to mentor and coach others, particularly those who directly report to you. You have regular (quarterly) mentoring sessions with your direct reports. At your next meeting, you want to discuss ways to enhance their skills in diversity management.
Decision you need to make:
2. At the mentoring meeting, what you would most emphasize? |
|
Definition
|
|
Term
Scenario #3: Inclusive Organizational Climate
One of your ultimate goals in diversity at MHS is to create a climate of trust, openness, and acceptance. This climate would include respect for all staff and patients, participation by all employees in decisions regardless of rank, position, or status, and open expression of diverse thoughts and ideas.
Decision you need to make:
3. Given the goal described above, what factor would you emphasize or use as a guiding principle? |
|
Definition
|
|
Term
Scenario #4: Remaining Silent
You are concerned that your goal of an inclusive environment is not being realized. In particular, you have observed that both Non-Commissioned Officers (NCOs) and junior officers are remaining silent (not speaking out) when important organizational issues are being discussed and decided upon at meetings.
Decision you need to make:
4. Given the above scenario, what would you do first? |
|
Definition
| Inform the group regarding your expectations at meetings and share your observations and concerns |
|
|
Term
Scenario #5: Ignoring Comments
Again, you are concerned that your goal of an inclusive environment is not being achieved at MHS. In particular, you are concerned that the same level of respect is not being seen across gender and status (military vs. civilian). For example, at the your last staff meeting, Ms. Hill, the MHS Director of Human Resources (and the only female senior manager on your staff), was seemingly ignored each time she offered ideas on how to address morale and retention issues.
Decision you need to make:
5. Given the above scenario, what would you do first? |
|
Definition
| Confront the group at the meeting regarding your observations |
|
|
Term
Scenario #6: Spouse's Promotion
In the lobby of the hospital, you greet Captain Jackson from your Logistics Division. Captain Jackson is one of your best junior officers whose military commitment will end in approximately six months. You ask him how things are going and he states things are fine, but that he wished he could attend his wife's promotion ceremony at the James Witt Corporation, which is near MHS. When you ask why he could not attend, he tells you that his supervisor, Major Billingsly, would not approve his request due to the many pressing demands in the Logistics Division.
Decision you need to make:
6. Given the above scenario, what would you do? |
|
Definition
| Speak to Major Billingsly and ask him reconsider if work accommodations can be made |
|
|
Term
Scenario #7: Accents and Ethnic Jokes
You have decided to get out of your office and practice the technique of MBWA (management by walking around). You visit patient care areas during different hours, occasionally sitting down at the nurse's station or at the reception desk. After a while, the staff feels comfortable with you and begins to open up on diversity issues they observe. Ms. Hamilton (a white female staff nurse) tells you that two other nurses on the unit (both white males) often ridicule and mimic the accents of the staff with Asian ethnicity. In addition, she says that she was offended by overhearing very derogatory jokes about Asians. However, none of those with Asian ethnicity have complained to you, the unit managers, or the MHS equal opportunity (EO) office.
Decision you need to make:
7. Given the above scenario, what should you do? |
|
Definition
| Immediately notify the EO office |
|
|
Term
Scenario #8: Retirees
Your patient satisfaction surveys have consistently revealed a lack of respect shown to patients. The most frequent comments on surveys and complaint forms are that retirees are: (1) called by first or last name only; and (2) receive a less welcoming reception than active duty military and their families.
Decision you need to make:
8. Given the above scenario, what would you do to have the most impact? |
|
Definition
| Hold all managers accountable for patient satisfaction and for reducing complaints from all patients, particularly retirees |
|
|
Term
Scenario #9: Speaking Spanish
Again as a result of your walking around the facility and visiting staff, many have opened up to you about their concerns and observations. Mr. Stafford, a nursing assistant, complains to you that the Hispanic staff only speaks Spanish in the break room and cafeteria. Mr. Stafford states that you should institute a policy that only English be spoken in the hospital.
Decision you need to make:
9. Given the above scenario, what would do first? |
|
Definition
| Discuss the importance of tolerance, understanding, and diversity with Mr. Stafford |
|
|
Term
Scenario #10: Mentoring
Your concerns about inclusion and open membership arise again when you notice that the mentoring for new nurses seems to occur only within ethnic or racial groups. For example, new African-American nurses are being mentored by African-Americans. The same is being seen for Hispanic and Filipino nurses. You are concerned that this may reinforce stereotypes, negatively affect cross-cultural communication, understanding among ethnic groups, and prevent the many benefits of diversity that were discussed at the outset of this module. You discuss this with Colonel Ford, the Director of Nursing (DON) and she informs you that new nurses can self-select their mentors.
Decision you need to make:
10. Given the above scenario, what would be your first action? |
|
Definition
| Develop a mentoring policy and formal mentoring program that outlines the selection criteria for mentors |
|
|
