hpa 430 final group case assessment paper

Question Description
This is a group project so no need for introduction. Below is an overall instruction for the group project as a whole, I copied and pasted it so you can have an idea of what you’re supposed to be working on. Your part is only to work on question 2 which is “Craft two alternative vision statements for the future of St. Nicholas Health System, providing a short explanation for why you think these vision statements provide a better strategic direction than our current path.” Our group has came up with an outline for our paper (listed below) and instead of come up with 2 visions, you only have to do 1 vision which is “providing high quality care”. Have to be at least more than a half a page since our total requirement is 5-7 pages for the whole group. Please cite all work in MLA format including intent citation. Please read below.

GROUP INSTRUCTION:

Your case analysis is based on the St. Nicholas Health System Case Study from your text book. I’ve copied the material from the front of the text and from the various case vignettes in the chapters and put it all in one document for you: Final Project–Saint Nick Case Study.pdfPreview the document

You are to assume that you are a team of consultants that have been hired by Elizabeth Parris after her meeting with Duhal Malinka (see the first page of the case study). You can assume that the information in the case study and chapter vignettes has been provided by Ms. Parris and her team or been part of your observations and conversations with the leaders in the health system. Ms. Parris has asked you to prepare recommendations for her to discuss with her leadership team. Specifically, she has asked you to frame your report by responding to the following questions/issues:

What are the most important strengths and weaknesses of my team in self-awareness and a real way with people? What recommendations do you have for personnel changes to get the right people in the right positions for the future of the health system?
What should the future vision of St. Nicholas be? Craft two alternative vision statements for the future of St. Nicholas Health System, providing a short explanation for why you think these vision statements provide a better strategic direction than our current path.
Choosing one of your visions, provide recommendations for how we can turn our organization and team around and build a better approach to strategy development. What recommendations do you have for changes in feedback, mentoring, team development, staff motivation, generating and using informal power, building consensus, and/or making better decisions? You should not feel compelled to address changes in all of these areas–instead focus your recommendations on the most important and essential changes needed to help us move in the direction of the vision you have outlined.
In your report, Ms. Parris would like you to cite specific information from the case study and vignettes that help her understand the basis for your recommendations. You can also draw on anything you have learned about leadership from the text, other readings and experiences from HPA 430 or other HPA classes, your personal experiences, or any outside research you have done.

PAPER OUTLINE:

1. What are the most important strengths and weaknesses of my team in self-awareness and a real way with people? What recommendations do you have for personnel changes to get the right people in the right positions for the future of the health system?

Self-awareness, cornerstone one, is centered on leading with conviction and utilizing emotional intelligence. A real way with people, cornerstone three, is centered on listening like you mean it, giving great feedback, mentoring, developing high-performing teams, and energizing teams.

Strengths: employee dedication to the organization (p. 7), experience among team members (p. 7), recognition of changes in group dynamics and the future of St. Nicholas (p. 8)

Weaknesses: overall lack of cohesiveness among groups (p. 5, 13), miscommunicating developmental decisions (p. 8), inability to collaborate and work as a team (p. 14, 15, 16, 21, 22, 24A), disjointed goals (p. 13), allowing personal goals to impede on group goals (p. 17, 22), failure to recognize the perspectives of others (p. 25), failure to provide constructive criticism/feedback (p.19, 24 B, 26), lacking concern for others (p. 21), poor/impatient/fake listening skills (p. 18), unable to control personal emotions (p. 12, 19)

Personnel changes: rather than reassigning or making changes to personnel, focus on supporting/developing people in their current positions, maintain conviction in hiring decisions, encourage team bonding and group collaboration, create a culture of trust

2. What should the future vision of St. Nicholas be? Craft two alternative vision statements for the future of St. Nicholas Health System, providing a short explanation for why you think these vision statements provide a better strategic direction than our current path.

St. Nicholas is located in a competitive healthcare market. As such, the leadership of this health system must maintain an awareness of current industry trends and the actions of their competitors. Subsequently, St. Nicholas leadership must also work to align the organization with a vision that builds upon its strengths and improves upon its weaknesses, allowing St. Nicholas to not only remain relevant versus its competitors, but also come forth as a leader in patient care as many facets of care – such as patient demographics and daily operations – are changing. In addition, in order for this vision to be successful, it is crucial that it demonstrates the collective goals of St. Nicholas employees and is equally enforced.

Option 1: To become a leader in providing a continuum of care across the lifespan. – This is important as the patient population is aging and experiencing increasingly numerous and complicated conditions. This also shows that St. Nicholas is dedicated to developing service lines aimed at patients of all ages – from neonatology to gerontology.

Option 2: To become a trusted provider of patient-centered care. – While simple, this statement emphasizes the importance of meeting the needs of an evolving population of patients. In addition, it demonstrates St. Nicholas’s dedication to providing high quality and accessible care and a manageable cost.

3. Choosing one of your visions, provide recommendations for how we can turn our organization and team around and build a better approach to strategy development. What recommendations do you have for changes in feedback, mentoring, team development, staff motivation, generating and using informal power, building consensus, and/or making better decisions? You should not feel compelled to address changes in all of these areas–instead focus your recommendations on the most important and essential changes needed to help us move in the direction of the vision you have outlined.

Recommendations: create team-oriented goals focused on both strategies and operations, develop structure for operations and giving feedback on a regular basis, encourage team building, establish regular mentorship meetings based on succession plans, start meetings with an agenda and end by creating an action plan, create opportunities for collaboration among smaller groups prior to introducing changes to larger groups, allow time for all individuals to voice their opinions at group meetings, effectively build consensus