After reading the case study and reflecting on the content below.Using this course with the team literature, team development methods,assessments, book, all class activities describe the specific types of team assessments, activities, theories, and processes that were applied here.

excerpt from the article:

The CEO's goal was to make the hospital a first class hospital again and his strategy was organizational transformation and culture change through TEAMS. Acting as a change agent, the CEO was had determined the "readiness for change" within the organization (Armenakis, Harris & Mossholder, 1993, p. 681). A culture of teamwork in hospital settings has been correlated to patient satisfaction and ultimately to the performance of the organization per Meterko, Mohr & Young (2004). The CEO recognized this as the only way to leverage the talent of the organization and once again achieve excellence.Organizationally speaking the rules had changed and the situation demanded a redesign into new forms to replace the classical hierarchical work cultures fettered by rigid bureaucracies.

At this time, team based structures were surfacing across all industries. It was a hot management topic. Sometimes, teams were successful and sometimes not.Too frequently people complained that teams were a good idea but usually did not achieve the desired results. Yet, team structure and leadership might have been just the fit for achieving effective performance in this unique and complex environment, as public pressure and stakeholder expectations to provide accessible high quality, cost conscious service continued (Gottlieb, 1990).Teamwork is a framework used for culture change in healthcare for the improvement of patient care (Rose, Thomas, Tersigni, Sexton, & Pryor, 2006).It did not take a rocket scientist to make teams work. It required perseverance, integrity, a plan, a willingness to learn while doing, and unwavering optimism (Kotter, 1996).

"The US Healthcare system requires radical, not incremental change" (Waldman, Smith, Hood, 2003, p. 5).Systems thinking were required. The organizational change model that was followed consisted of system wide focus of diagnostics and assessments and targeted interventions implemented in phases to impact the culture of the hospital.