Stakeholders I might seek input from Stakeholders are defined as "those key individuals (or groups of individuals) who have an influence over either decision-making or implementation (or both) either directly or indirectly, overtly or covertly" (Begun & Heatwole, p.25). They can be a wide array of individuals, groups, and/or organizations. These are usually individuals within the organization who are decision makers or who are associated with key issues and/or actions being considered.
Stakeholders may be both external and internal to the organization and with the community health care system -- as in this case -- they may certainly include state and local governments, as well as certain research and pharmaceutical agencies. If implemented wisely, the input of these stakeholders can assist with decision-making.
The concerns for each stakeholder
With stakeholder analysis, I would adopt a retrospective approach where my objective would be to uncover past experience, processes, and patterns (Brugha & Varvasovszky, 239). This is particularly appropriate in this case, since I would want to assess the situation in its entirety, and the situation is complex with likely a wide range of stakeholders involved.
Furthermore, since questions of policy are involved, I would also adopt a long-term, retrospective, broad scope analysis, as well as a prospective peek into the future to see whether plausible modifications would work.
What I would do to fix the problem
I would address the nine symptoms that characterize this falling organization. More specifically: fuzzy vision would be corrected by assessing the passions and interests of my employees and then delineating a vision in their language that they can identify with and feel motivated over. Lack of leadership skills would be corrected by employing a leader that would possess the following characteristics: (Eicher, www.pignc-ispi.com):
My leader would have all of these characteristics. I would empower the employees, take them all into my confidence, listen to their ideas regarding how the organization can work. Most importantly, I would ensure that the leader has the skills to inspire the employees to work independently and to gain their own knowledge.
I would inspire an atmosphere of innovation so that employees together decide how to modify and alter the situation, and this would be done in a face-saving manner in a supportive rather than in an accusatory atmosphere. Finally, I would ensure that my manager foster an environment of continuous learning and growth, and I would set a stratagem in place where this development is continuously monitored so that positive change is assessed.
A discouraging worksite culture would be corrected by the leader's presence and his above delineated characteristics and possibly also by a reward program that would be put into place to provide incentives for enhanced performance. In this way too, strict bureaucracy would be reduced and lack of initiative, reinforced by a commitment to and a spur on innovation, would be implemented. Poor vertical communication (and poor cross-functional collaboration as well as poor teamwork) would be addressed by introducing polices such as weekly group meetings, an immediate condensed and intensive workshop on workplace performance, and a series of training programs and seminars so that employees will learn new ways of attracting customers whilst relating their own and would learn basic corporate skills and techniques.
Finally poor idea and knowledge management might be addressed by making dramatic changes in the workforce, firing incompetent workers and introducing an entirely new staff who would turn around the system.
Periodic checkups would be done at 1,3, 6, and 12 months. With dissipation of these problems, checkups can be more infrequent, but they should be more frequent if change is slow or if problems become intensified, or if new problems are introduced (Chaudron, http://www.organizedchange.com/assess.htm)
Begun, J. & Heatwole, K.B. Strategic Cycling: Shaking Complacency in Healthcare Strategic Planning, in Health Services Management, a.R. Kovner and D. Neuhauser, Editors. 2001, Health Administration Press: Chicago.
Brugha, R. & Varvasovszky, Z. Stakeholder Analysis: A review. Health Policy and Planning, 2000. 15(3): p. 239-246.
Chaudron, D. Assessing and Improving your Organization, Organized Change Consultancy, Retrieved on 1/12/2011 from: http://www.organizedchange.com/assess.htm
Eicher, J., Performance Improvement Global Network Chapter Retrieved on 1/12/2011 from: www.pignc-ispi.com