Case Study: Lincoln Hospital 1

Individual Case Study

Lincoln Hospital

McDaniel College

HRD 520 Spring 2013

Katie Little
Case Study: Lincoln Hospital 2

Abstract:

At Lincoln Hospital a third-party intervention was successfully implemented when

Mary, Operating Room Director, and Don, the new chief of surgery, disagreed on how the

hospital was running. There were severe problems in other operating room and neither

party felt as though they were responsible for the problems taking place. Through the third-

party intervention they were able, through mediation, to compromise and better

understand one another. Overall, they were able to fix their problem and create an

environment where problems could be solved in a better manner later on.

Case Study: Lincoln Hospital 3

The Lincoln Hospital was overcome with problems when the staff of nurses lead by

Mary and the staff of surgeons headed by Don could not compromise causing the hospital

to make large amounts of scheduling mistakes and creating a large rift between the two

groups. By implementing a third-party intervention they were able to successfully

compromise in order to make the hospital function more efficiently.

If in a Human Resources position in charge of helping resolve the problems

described in the case I would have carried out the contracting and diagnosing stages very

similar to the way it was done the case. To begin the changes I would have started by

getting a survey of the climate and gaining a deep understanding of what problems at the

hospital were. I would advise using a planned change model such as the action research

model. In the entering and contracting phase it was beneficial to set ground rules for both

parties and create an environment where both parties felt comfortable to share how they

feel. Also during this stage it was highly important to clearly and thoroughly learn all

aspects of the problems that the hospital was facing. By doing this it would determine the

subjects of change, which would help in diagnosing the organizational problems, including

the causes and consequences.

The most efficient way to diagnose the hospital operating room system would be by

using the comprehensive model. By understanding what was taking place on the individual,

group, and organizational level it would show how each problem evolved leading to the

breakdown of the organization. Knowing how both Mary and Don were functioning on the

three levels would show the breakdown and each level and show how both were connected.

It would also be useful to use the johari window to show issues hat would have been
Case Study: Lincoln Hospital 4

unknown to the individual and to others. There was a clear lack of communication, which

contributed to the breakdown that took place at the hospital.

At Lincoln Hospital the OD consultant did a good job at a third party intervention.

The diagnosis done was helpful in knowing the environment of the hospital. The

intervention between Mary and Don was successful. What could have been done differently

was to do more work on the group and organizational level. Intervention processes such as

team building or helping communication. Communication was not only lacking between

leaders but between employees on all levels. The lack was clearly seen between surgeons

and nurses who showed strong resentment between each other. Another aspect that

needed to be addressed was retention of operating room nurses. There needed to be a way

to create an environment where nurses would want to stay in their position long enough to

fit the needs of the surgeons they would be working with.

Using a third-party intervention at Lincoln Hospital was the most appropriate

intervention. It works best because third party interventions focus of conflicts arising

between two or more people within the same organization(Cummings, 2008). In the case

Mary and Don could not work together or communicate, so using an intervention such as a

third-party intervention helped relieve tension and create an open line for communication.

Third-party intervention was well applied in this conflict resolution by using mediation.

The third-party interventions help the parties interact with each other directly, recognize

the personal choices each party is making, and facilitate their diagnosis of the conflict and

its resolution (Cummings, 2008).

The effectiveness was seen at Lincoln Hospital from the third party intervention.

Before the intervention coworkers were unable to communicate effectively. After the
Case Study: Lincoln Hospital 5

mediation and plan for change both parties were able to better understand the others

feelings and felt more appreciated in their own role. Most importantly there was a more

clear line of communication created for future issues and meetings were scheduled to make

sure the behaviors and commitments were still in place.

A possible organizational development intervention that could be used is large-

group intervention. This could help focus on specific issues on an organizational and group

level. This could help resolve organization wide problems and could design new

approaches to structuring the hospital. Here people would help reflect the core values of

the hospital. This supports the open systems view and can help create a common ground

for everyone that works at the hospital. Lastly, this approach would be effective because

large amounts of change from how the leaders function to one another but also to how daily

tasks were performed between general employees would make the hospital work better.

These problems accumulated and lead to more dissonance between Mary and Don.

Overall judging by the conclusions of the environment at Lincoln Hospital it is clear

that the third-party intervention was effective. The OD consultant was able to draw

conclusions about the problems that were taking place and the best approaching to fixing

those problems. Important observations were made before the meetings such as I am

always a bit suspicious about the objectivity of someone who has reached the conclusion

that someone must be fired. There is almost always something else that is going on that

requires more investigation (Cummings, 2008).

What was most effective about the third-party intervention used at Lincoln Hospital

was the questions provided to both Mary and Don to help each other understand their role

in the situation and to help set and environment where both parties would be willing to
Case Study: Lincoln Hospital 6

work together. These questions included: what does he or she do well, what do I think I do

that bugs him or her, what does he or she do that bugs me, what will you do to resolve this

problem, and what will you do to help the other succeed? These series of questions helped

the other understand the feelings of the other and also showed the other person that they

were willing to compromise and work to make the hospital better. The technique made

both parties responsible for resolving the problem and this helped to change the dynamics

of the relationship.

Next steps in this third-party intervention would be to continue with the follow up

meetings. By continuing these meeting future issues could be addressed and this practice

could also be applied to other cases at the hospital. General reports are highly important in

the future of the company and by doing things like climate surveys this can be checked

through the year. Now that a basis of trust is created it is building a foundation for a

smoothly working hospital.

Overall, there were significant changes that needed to be addressed at Lincoln

Hospital. The problems between Mary and Don were keeping the surgeons and nursing

staff from being able to work effectively and take care of their patients. By implementing

the third-party intervention high levels of emotions were calmed to create and environment

where changes could be implemented. The intervention was highly successful and created

an environment where other changes could also take place.

Case Study: Lincoln Hospital 7

References

Cummings , T., & Worley, C. (2008). Organizational development and change. Cengage

Learning.