Organization Crisis – Patient/Client Exploitation within a medical facility

Organization Crisis – Patient/Client Exploitation within a medical facility

Case Study scenario/ Crisis Overview: The health care facility management has a unique Facebook Messenger and WhatsApp group where nurses, as well as doctors, report their daily discharges and admissions. Additionally licked conversation from the groups indicated that the medical practitioners are given specific targets to meet by the management each day. The manager can be seen evaluating the progress and becomes frustrated when a large percentage of people are discharged. Therefore the hospital managers have established a scheme to defraud and exploit patients through inflating drug prices, delayed discharges and unnecessary admissions. Patients have no option but to do what they are instructed, and then pay for what they are asked irrespective of how bad and costly the service may be. There’s no way that they can assess whether anyone else could be cheaper or better.

Decision-making models or approaches were used by the company when managing this crisis

Approaches used

In managing the crisis, the hospitals’ management boards had to bring onboard highly visible organization leaders who were required to review and build the organizations culture rich in values. Such values would not only act as a framework for your crisis preparation strategy but will also dictate how well the organization responds amid a crisis.

The hospital formed a crisis response team to create the crisis management plan the team included people from various disciplines within the institution.

Develop a Crisis Management Plan. The established team developed a crisis management plan that specific, challenging issues and triggers that facilitate patient or client exploitation, the plan likewise included the exact response needed for the situation.

In managing the situation the hospital trained their Employees on the impacts of the crisis and revisited the ethics manual regarding patient care and safety, training would encourage employees to bring patient or client issues to the attention of top officials.

Decision-making models which could have been followed- The OODA Loop model.

The board of the healthcare facility must make tough decisions to steer the hospital in the right direction, they could have used the OODA Loop model, and it’s a continuous no end in sight model that has four phases which include

• Observation of the crisis.
• Orientation -where the board would need to orient themselves appropriately with the available data to make an excellent decision.
• Decide on the action plan and
• Act- implementation of the action plan.

The main limitations of the OODA Loop model are that the process is time-consuming and requires a lot of resources during implementation. However, the advantage is that if implemented the OODA Loop model successfully, it can be highly effective since it’s a continuous decision-making process.

Decision-making biases or errors

Overconfidence biases– Such bias arises when people strongly believe in their intelligence expertise or beliefs. It might shield us from the facts, and trigger people to take the risk, fairly sure their assumptions are correct. Concerning the crisis overview, the hospitals’ management board were overconfidence in their decision-making process which may lead to inaccurate data gathering during the Observation of the crisis and orientation where they are required to orient to orient themselves with the collected information.

Anchoring biases – The anchoring effects are cognitive attributes, which explain the natural tendency of humans to rely too profoundly upon the first piece of information received. Anchoring happens during decision-making when people are using an original part of the data to render specific decisions. Concerning the crisis overview the hospitals’ management board were anchored on the unique piece of information to provide particular decisions regarding patient exploitation, it may be impossible to consider other options until their opinion are formed.

Recommendations

To outsmart the anchoring bias, the health healthcare facility board members need to develop strategies given the potential shortcomings of the anchoring bias associated with collecting information about the patient or client exploitation. The healthcare facility board members need to acknowledge the bias as well as comprehending the mind’s weaknesses and expect judgement. Likewise, the board requires to delay their decisions; it includes slowing down the decision-making process and finding more information to make decisions regarding the patient.

Ultimately to outsmart the Overconfidence bias, the hospital’s board members need to come up with fresh ideas and engage in healthy debates which in turn will help them or open their perspective to strategize new ways of doing things. The board members need to ask themselves several questions, for instance, the type of information they used in drafting decisions and if the information was based on hunches and facts. Lastly, whether the data was methodically collected if the data was compromised and ways they can make it the data objects. This would help overcome or outsmart the Overconfidence bias.