Challenging

Peer Response 1

Patricia Heffron 

RE: Discussion - Week 7

COLLAPSE

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Ten Questions That Challenge the status Quo at Your Current Workplace

 

1)    What if staff satisfaction was a top priority for every management level?

2)    What if we made community education an aspect of our outreach?

3)    What if community outreach on social media is used for education?

4)    What if transparency was a key aspect of functioning at my company?

5)    What if outside ideas are taken seriously at this company?

6)    What if staff had more health benefit options?

7)    What if new office openings slowed in pace?

8)    What if staff were able to enter their offices through the back door?

9)    What if business hours changed to 10am-10pm permanently?

10) What if patient reviews were not emphasized as much?

 

One Question for Further Analysis and Importance

 

The most important questions above, in my opinion, is ‘What is staff satisfaction was a top priority for every management level?’ I think this is the most important question because it covers many areas. It is a difficult and time-consuming question to answer and provide a solution for. I think if some of the bigger aspects of this were changes that most people would be more tolerant of smaller aspects. The most important thing for me would be to have more or improved health insurance benefits. If this problem could be changed, I would happily tolerate smaller aspects that are more annoying than anything.

 

My direct manager goes out of her way to ensure that the staff is satisfied at work. She works tirelessly to make a schedule that everyone likes and only making minimal changes. She discusses concerns and helps to find solutions. She is able and willing to direct you to the person who can help, if she is unable to do so.

 

Some managers are better than others and the priority should be the employees at each level of management. Having a happy and satisfied staff leads to happy and satisfied customers/patients. My company thrives on positive reviews from patients and their families, so having happy and satisfied patients is an easy way to get even more positive reviews than we already receive.

 

One discovery skill from Dyer, et al. (2009) to Overcome Creativity Barriers

 

According to Dyer et al (2009) associating is the process of connecting unrelated questions, problems, or ideas. By connecting patient experience satisfaction to staff work place satisfaction my company would be able to solve a budding problem and a potential problem at once. The happier an employee is at their place of work their mentality is shared with coworkers and patients. When an employee is happy they tend to interact with others in a positive manner, have appropriate humor, and provide exceptional care and treatments to the patients and their families. There is a risk that staff may become unhappy and influence the patient’s experience, if some things are not solves. These things stem from the corporate level that makes decisions on benefits, compensation, and PTO, among many other things.

 

APA References

 Dyer, J. H., Gregersen, H. B., & Christensen, C. M. (2009). The innovator's DNA. Harvard Business Review, 87(12), 60–67.

Peer Response 2

Jude Momodu 

RE: Discussion - Week 7

COLLAPSE

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Ten Questions That Challenge the status Quo at Your Current Workplace

 

The power of provocative questions has been well studied. The ever aggressive and turmoil of today’s growing economy and the significant changes it brings require that tough questions been asked. This kind of posturing separates an innovation culture from a normal corporate culture (Dyer, Gregersen, & Christensen, 2009). Below are the ten questions that challenge the status quo in my current workplace.

1. Why is the hospital laboratory (lab) not co-located with the emergency room(ER)?

2. Why does it take so long to get lab results to make medical decisions in the ER?

3. Why does abnormal lab results get called to ER doctors in the evenings and not to the primary care doctor who ordered it?

4. Why do physicians not have access to lab results as soon as it is done instead of waiting for it to be released by the medical technologist?

5. Why does the hospital not designate a medication observation floor instead of keeping people in the ER for observation?

6. Why do Emergency Medical Services (EMS) call you from a patient’s home that he or she is refusing to come to the ER?

7. Why does EMS not also call a medical malpractice lawyer that a patient refuses to go to the ER after calling 911?

8. Why do we see everyone that comes to the ER and not send them back to their family doctors for non-emergent complaints?

9. Why do we allow patients to enter into the hospital without going through a metal detector in a gun infested society?

10. Why do patients sue on behalf of parents that have signed do not resuscitate order?

 

One Question for Further Analysis and Importance

The question for further analysis and importance is “why is the hospital lab not co-located with the emergency room.  Close proximity will facilitate faster access to lab results that are needed for medical decision making. The speed at which an emergency room physician gets a result can play on patient outcomes.

Further, this question will provoke deliberation on laboratory delays, access to the laboratory by ER doctors, and transmission of completed results. It is my belief that an answer to this question will lead to a solution to delay of patient’s results. This supports a previous finding by (Dyer et. al, 2009) that the important and difficult job is never to find the right answers; it is to find the right Question.

 This kind of design will generate a lot of anxiety in the hospital administration because the status quo is being challenged. But it is important to know that, managing the fear of change should be a top priority for creative and innovative leaders, and they must understand that greatness requires making deep organizational and personal changes(Nodeson, Baleya, Raman, & Ramendra, 2012).

 

 

One discovery skill from Dyer, et al. (2009) to Overcome Creativity Barriers

Several authors have speculated on ways to overcome creativity barriers. A skill discovered from Dyer, et. al. (2009) to overcome creativity barriers was a global culture that fosters experimentation. This opened culture of sustained experimentation opens its organization to lots of failures while harvesting the learning. This supports my argument last week that it is okay to fail but keep innovating. To drive innovative doodling therefore, innovation must be the central job of every leader, regardless of the place he or she occupies on the organizational ladder.

 Further, another skill emphasized by Dyer, et. al. (2009) to overcome creativity barriers was the ability for innovators to steer entirely clear of a common cognitive bias called the status quo bias—the tendency to prefer an existing state of affairs to alternative ones. Overcoming this barrier will launch you into the domain of innovation and creativity.

Since creative endeavor requires risk taking by subordinates in experimenting with innovative instruments and gadgets, leaders need to acquire a strong sense of direction in leading the subordinate to the destination in the future was driven by innovation (Nodeson, Baleya, Roma, & Ramendra, 2012)

 

APA References

Dyer, J., Gregersen, H., & Christensen, C (2009). The innovator's DNA. Harvard Business Review, 87(12), 60–67.

 

Nodeson, S., Baleya, P., Raman, G., & Ramendra, C (2012). Leadership role in handling employee’s resistance: implementation of innovation. Interdisciplinary journal of contemporary research business (4)1, 466-477

 

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