How to Answer Synopsis Case Stated Questions (Complete Guide)

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Start by identifying the main issue, then apply relevant academic frameworks.

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Original Question

Synopsis The case stated, that over the years, “Eastern Medical Center (EMC)” struggled to maintain its quality indications; they were in the bottom quartile of the corporation’s quality measures (Walston, 2017). The corporation bought an experience firm to work with the group; however, the organization did not want to support culture of quality measures. Since the intervention the firm wrote out was too expensive and passed the budget, the organization did nothing about it. The corporation has also provided numerous interventions- training, motivational talks, and financial incentives- nothing has changed (Walston, 2017). After a year, the corporation’s CEO decided he was going to fire the chief nursing officer and quality leader. The CEO did a search for a new CNO and quality leader. After first six months of being hired, the quality indicators increased significantly. A month later, it fell back to its previous year’s levels. As a result, the EMC board decided to fire the CEO and hire a new one. Sally is hired as the new CEO of EMC; the board wanted an outcome, so they stood for Sally that changes needed to happen in the medical centers and culture the first thing that needed to change. With previous experience in organizational development, Sally felt she had what it took to create a healthier culture in EMC. They were challenges she noticed, and she knew it would be difficult to change the culture already in place. During the first three weeks, an incident occurred between a surgeon and a nurse in an operating room (OR). Sally was called over the intercom by the word “stat,” something that Sally was never called before, so she went to find out what was going on. Steve, the OR director, met Sally; when approaching the OR, he explained that an “orthopedic surgeon had become enraged at one of the circulating nurses in an operating suite” (Walston, 2017). The surgeon wanted the nurse to work faster, and since she was not working fast enough, the surgeon decided he would throw a scalpel at the nurse and threatened her with another one. The employee was moved from the OR, and the surgeon had 15 minutes to complete the procedure. Steve was distraught and wanted Sally’s input and feedback about the incident. Before confronting the surgeon, Sally did her research on him; she asked her assistant to find everything out about him. The assistant told Sally that this surgeon had a bad temper and, most of the time, berated employees and created problems. This surgeon even crumbled up the nurse’s dictation because he did not like what it said, he also was behind dictation, and his Medicare billing was always months behind. The conflict was that he was the “third-highest revenue producer in the hospital; he was also friends with most EMC board members and considered untouchable” (Walston, 2017). Sally was unsure what to do to either confront the surgeon after his procedure or inform the medical staff and apply disciplinary procedures on the surgeon. She also wondered if this type of behavior is what caused the previous leaders’ to not be able to change EMC’s culture and quality outcomes. After the procedure was finished, Sally met with him and asked what happened. He stated his anger towards the nurse. He describes the situation as the scalpel slipping out of his hand and landing close to the nurse. Then he continues saying that he did not want to hit her. He just wanted her to act more competent. Sally informed the surgeon that the chief medical officer was investigating the case, that this type of behavior would not be acceptable, and that disciplinary action would be recommended. The surgeon made excuses that he “was the patient’s advocate and was trying to get better care for them” (Walston, 2017). He was embarrassed by this, so he threatened that he should take his practice to another hospital. Sally stated that he was appreciated, but the type of behavior he was using would not be tolerated at the hospital. He was put in a six-month probationary period and would have to take anger management training. If any other incident occurs, he will be fully suspended from EMC medical staff. Due to this, the surgeon’s behavior and other physicians at EMC changed, and the quality indicators began to arise again. Case Questions How does the manner in which physicians are treated in a healthcare organization reflect the organization’s culture? In this situation, what could Sally do to actively change the culture? How do cultures become dangerous, as in this case? Please use at least two references with proper citation

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