How ant hubris impede strategic thinking? . How does feedback improve strategic thinking? What might be some of the core competencies leaders need to practice gralegic management? 2. How is mecting and committee management a core function of grattegic management? 10. Why is it necessary for a leader to be involved in all phases of strategic planning? chapter Cases cose Studies Read "Deciding on a Population Health Referral Contract Approach" in the case studies section at the end of the book and answer the related questions. Halburt Hospital Need for Change stephanie Short, CEO of Halburt Hospital, just got a promotion. She previously worked in a consulting firm that had done turnaround consulting at struggling hospitals. Her work was recognized in many journals, and when Halburt Hospital's board of trustees needed a new CEO to bring about radical change, it offered the job to Stephanie. Halburt Hospital is a 500 -bed acute care hospital in the southeastenn region of the United States. Its mission is to provide care for the poor and underprivileged. However, in the past two decades, the hospital constructed a new facility and feeder clinics around one of its affluent suburban afes. The hospital had been run by an ex-military officer for the past 25, years, decisions were highly centralized. He authorized all new hires and replice. ments and nonroutine purchases of more than $10,000. The cention. However, until recently. decisions slowed actions and inhibited innovation. However, unigh returns. the hospital prospered and consistently earned high rizations entering Halburt's mar- In the past few years, new organizations enterials ket have been eroding the hospital's profits. tals, national physician clinics, surgery center have attracted many of Hatbu:t's dropped to just 1.8 percent in the year before the previo the hospital. The board of trustees is cancerned a discussed taxing not-for-profit hos. pitais that eam too much mone in. Halburt is meeting its mission. chen areas in the region. Recentsiaf which may have contributed to recent high not satisfied with their jobs, whe employee wrote at the end of the survey, "I thought I was tumover. As one empioyee wiote at the end of the sent a dysture when I left the Army. Little did I know getting out of a dysfunctional culture whe bureaucracies exist outside of the that yelling. haranguing, and exiteme bureaucracies exiliti." military. Halburt's culture needs an extreme overhdu., Into this situation walked Stephanie Shor Afer this mostly observing and no develop a 1. What are the main issues Stephanie is facing? 2. What actions could she take to improve strategic thinking and strategic management at the hospital? 3. What stakeholder issues should she immediately address? 4. What changes could she make over the short term to refocus the organization and achieve quick wins