(( Case study ))

A clinical department manager in a multisite hospital has led her department from a failing, highly criticized enterprise to one that is much more efficient. She has improved patient and family satisfaction, improved physician and nurse satisfaction increased patient volume, and improved the bottom line. Her achievement is recognized in the hospital's C-suite, and she is promoted to administrator for a division at one of the other hospital sites. When she arrives, she quickly recognizes that the same changes that were made in her previous department could benefit her new division. However, when she gently suggests two of these process changes, the staff and physicians tell her that the processes have been working just fine and that their motto is "If it ain't broke, don't fix it." On the one hand, she recognizes that the division is composed of highly competent people whom she would not want to lose. On the other hand, she wants to create a culture of QI so that the motto will become "If it's working OK, let's make it even better." She is, however, not sure how to start this transformation.

The required:

1- Description of Case

2- Relevant Stakeholders and Values

3- Role of Administrator

4- Final Decision-Making Authority

5- Conclusion/Final Decision

6- Ethical Principles Illustrated

7- Summary of Learning