Describe about the cincinnati children’s hospital medical center (CCHMC).
The Cincinnati Children’s Hospital Medical Center (CCHMC) was supposed to undergo many strategic initiatives in order to improve the quality of the processes and other methods. Though there was reluctance from the management in the beginning of the efforts made by Dr. Uma Kotagal, Senior Vice President (SVP) of Quality and Transformation, she drew the support from the right people to stimulate transformative changes to improve patient care in the organization including Jim Anderson as CEO and Lee Carter as chairman of the board. With the passage of time, she got many employees working at the lower level of hierarchy trained to work in the improvement processes after initial reluctance and disbelief in her approach.
The major problem was over expectations of Dr. Kotagal in infusing major changes in the hospital without paying heed to the discomfort among people across the low level or ground level of the hierarchy of the hospital. It was becoming difficult to determine if the strategic selection of improvement projects should be done centrally or left to the different departments to do it all on their own. Also, there was confusion over the role of quality improvement specialists in the long run in the hospital. Then there were concerns regarding the training needs for the organization as well.
Dr. Kotagal though had made some significant moves in the direction of improving patient care with the formulation and successful implementation of strategic decisions. However, when it comes to long term transformations, there should be suitable steps taken at various levels of the organization. Though she got legit support from the top management, there were confusions at certain occasions at how the transformations be incorporated without disrupting the regular operations of the hospital. Given the facts and the current situation, all such major changes should be decentralized in order to allow individual departments to suggest the best for themselves. As the organizational culture has been moulded for better, it seems feasible that departments are allowed to make quality changes in their procedures and methods in order to improve patient care and provide maximum satisfaction to the patients and their family members. A decentralized approach allows employees who are in direct know how of the realities at the ground level would be given the responsibility to eliminate the inefficiencies and reinstate effective processes. They would assess the situation and provide a road map to get things done with a sense of clarity and responsibility. But they would require suitable training beforehand in order to adopt a cohesive and coherent approach across all the departments.
These training sessions should be arranged in conjunction with the top management and the lead in charge of the entire change program. It be noted that change management is a slow process and must not be enforced and instead allowed to be percolated in the hospital with the acceptance of those who are going to be affected by them. This is the premise of the change management process and must be adopted in order to successfully implement the proposed changes in the hospital.