Healthcare Group Case Analysis: Group And Care Group

Partners and Care Group Case Analysis Successful health care organizations succeed because their leaders are able to identify technical and adaptive challenges, and then strategically adapt to these challenges. Health care organizations who fail miserably, fail because their leaders do not have the ability to adapt as well as notice the heat temperature boiling in their organization. The harder they push the harder they fall. The health care organization and health care system that most exemplify this failure is Care Group health system and its joint hospitals BID (Beth Israel & Deaconess Hospitals). Beth Israel Hospital (BI) and Deaconess Hospital both started as profitable hospitals; each having their own culture and own business models.

In the BID case, Mitch Rabkin treated adaptive challenges like technical challenges and treated technical challenges like adaptive challenges. By misidentifying the types of challenges, wrong strategies were used to address the problem. For instance, Mitch Rabkin’s ambition to integrate clinical care was seen as a technical challenge. The approach to address this miss-identified technical challenge is to simply merge two hospitals into one hospital network. The physical move and the merge process seem technical. However, this approach was very shallow. While coming up with this merge plan, Mitch did not realize the merge between BI and Deaconess Hospital could also turn into an adaptive challenge. The adaptive challenge in this case is convincing both organizations and people to adapt and eventually share a common culture. According to the case, Mitch did not provide any organizational culture support or any initiative to address this culture difference as well as help front line staffs adapt to the

The leadership approach that BID leaders took was more of a dictatorship style in which they want all the power to themselves. Individuals who were impacted by the decisions made were not taken into account. Hence, the organization fails to meet the needs of its people and community. The leadership approach that Partners Health Care System took was more of a collaborative approach. Every leader had the opportunity to contribute, make decisions, and their hospital specialty was