Read Case $10\mathrm{.}1$ on page $74$ of the text.$$ Address the two questions that follow the case.

Case Assignments.$$ These assignments will require you to analyze a situation or scenario and develop an action plan or provide direction.$$ In the case assignments, there will be questions that need to be addressed.$$ These assignments will require a deeper and broader analysis.$$ The expected length should be approximately one to two pages.$$ It is important that your response be based on your individual perspective and experience and provide a clear and complete response to the issue, and be supported.$$

Your submission is to be completed in a professional manner.$$ The expected length of your submission is approximately one to two pages, double spaced, using $1$ margins. This does not include a cover page, any supporting documents, or reference list $($if used$).$

ALWAYS$-$ Support your ideas and answers. Case and Exercise

Case $10\mathrm{.}1$

Kristen Photakis, CEO of a rural hospital, is talking with her friend Jason Weiss, a long$-$time healthcare consultant, about ways to better engage senior and departmental managers.

$166$ Leadership in Healthcare

Kristen. It's frustrating that they sit back and wait for me to create the agenda, give them assignments, or study new trends.

JASON. How does the hospital develop strategies? Kristen. We hold an annual board retreat. During that time, the board and I come up with $25$ to $30$ goals. When I return to the office, I meet with the vice presidents to tell them what was discussed. Then, I draft subgoals for each of the major objectives identified at the board retreat. The VPs and I hammer out the details until we come up with specific strategies and work plans.

Jason. There are several things wrong with that process. First, everything is developed at the top of the organization with little or no input from the lower ranks. Second, you've gotten into the habit of creating everyone's work plans rather than giving people the chance to develop their own. Third, you and the board set too many goals. You have to consider current workload and priorities, previous commitments, unfinished strategies, et cetera. No one can possibly keep up with all the details. And I must say rather bluntly that you are one of the few organizations l've heard of that does not involve the senior leadership team in the strategic planning retreats with the board. I would make that my starting point. Kristen. Sounds like I have work to do$.$

Jason. Keep in mind that change is a group effort, not a solo practice. If you want your staff to get involved, you have to get out of the way and let them in$.$