One of the challenges that Mt. Auburn was facing is that the staff members especially doctors did not have confidence in their previous leader, which in return moved onto the next permanent CEO Jeannette Clough. After her first week being a leader at Mt. Auburn, she encountered a lot of animosity towards and lack of belief. According to Cohen (2005), creating a vision is very different from the normal managerial activities of planning, budgeting and controlling a part of the business. Clough had the challenge on how she was planning to turn around the hospital and not only motivate her staff but not go bankrupt. Her challenge was create a clearer vision for the future.
Identify at least three techniques that Clough and her Mt. Auburn team used at the hospital. Discuss the level of success for each.
The three techniques that Clough and her Mt. Auburn team used at the hospital are Engage in all six sources of influence, engaging the right people, and setting clear goals.
According to Grenny (2013), the six sources of influence are personal motivation, personal ability, social motivation, social ability, structural motivation and structural ability. Clough and her team can implement these six sources so that they can have knowledge on what motivates each department and how to communicate the staff by showing how appreciative she is for their hard work and motivation.
According to Cohen (2005), engaging the right people that can lead change and can guide organizational transformation must include senior guiding team. Clough demonstrated by partnering with doctors who were affiliated ...
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...nd what they need to do so that they can accomplish certain changes. An example was when she met with each department chair and physician’s group to understand their needs and constraints. She found out the Radiology was leasing an MRI scanner from a private vendor and received little financial in return. Due to understanding the vital behaviors, she decided to petition for an MRI unit, which in return has brought the hospital great success.
Cohen, D.S. (2005). The heart of change field guide: Tools and tactics for leading change in your organization. Boston, MA: Harvard Business School Press.
Cooperrider, David, and Whitney, Diana. Appreciative Inquiry: A positive revolution in change. The Change Handbook. Berrett-Koehler Publishers, Inc
Grenny, J. et. al. (2013). Influencer: The new science of leading change. 2nd Edition. New York: McGraw Hill Education
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