EDD 8020 Case Study!

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CASE STUDY: RIVERBEND by Yvette Gross Capella University EDD8020: The Dynamics of Organizational Improvement August 25, 2023

CASE STUDY: RIVERBEND In response to the complex situation involving the cultural differences between the Riverbend City Medical Center (RCMC) staff and the Hmong community, CEO Eugene Pittman faces the challenge of addressing these issues while maintaining a balance between Western medical practices and the cultural norms of the Hmong community. Cultural Sensitivity and Training: Recognizing the importance of cultural competence, CEO Eugene Pittman should continue investing in cultural sensitivity training for RCMC staff. This training should go beyond just understanding the Hmong culture and delve into the historical context, beliefs, and practices of the community. This will help staff better understand and communicate with Hmong patients, especially the elderly ones who may hold strong traditional beliefs. Collaboration with Hmong Shamans: Acknowledging the role of Hmong shamans as bridge builders between medical professionals and the community, RCMC should continue its efforts to collaborate with these spiritual healers. The hospital can work closely with the shamans to develop a culturally sensitive approach to healthcare that respects both Western medicine and traditional practices. This could involve discussions, joint workshops, and educational sessions that allow for a respectful exchange of knowledge. Patient Education and Empowerment: To address the struggle of getting older Hmong patients to agree to medical procedures, RCMC should focus on patient education and empowerment. This includes explaining the importance of certain procedures, addressing concerns, and involving family members in the decision-making process. By providing comprehensive information, patients may feel more comfortable and willing to participate in necessary medical interventions. 2

Community Engagement: Given the sensitivity of the situation, CEO Pittman should actively engage with leaders of the Hmong community. This can include meetings, town hall sessions, and discussions where concerns are openly addressed. Establishing an ongoing dialogue will help build trust, demonstrate RCMC's commitment to understanding cultural norms, and work collaboratively to find solutions. Internal Policy Changes: To implement cultural norms and practices within the hospital, CEO Pittman can consider creating an internal committee that includes representatives from both the medical staff and the Hmong community. This committee can work on developing guidelines that respect cultural norms while maintaining medical standards. Regular reviews and adjustments can be made based on feedback and evolving situations. Addressing Negative Publicity: In response to the negative article in the Free Press, the CEO should openly acknowledge any shortcomings and miscommunications. He can share the steps RCMC is taking to address the concerns and foster a positive relationship with the Hmong community. This transparent approach demonstrates the hospital's commitment to growth and improvement. Balancing Cultural Norms and Medical Practices: CEO Pittman should involve cultural experts and advisors who have a deep understanding of both Western medicine and the Hmong culture. This will help find ways to integrate cultural norms into medical practices without compromising patient safety or medical integrity. Navigating this situation requires a delicate balance between respecting cultural norms and upholding medical standards. CEO Eugene Pittman's willingness to consider and address 3

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these challenges can lead to improved relations between Riverbend City Medical Center and the Hmong community while maintaining the quality of medical care provided. Learning Organization Disciplines The topic of change is addressed, examined, and recommendations for change are created using Stroh's Four Stage Change Process model. The concept contained four steps that lead to change: laying the groundwork for change, confronting the reality of the situation, making specific choices, and bridging the gap between these options. The phases of Stroh's Four Stage Change Process model each concentrate on various stages of the process. These sections emphasize dealing with the system thinking, stakeholders, mental models, and relationships component. Mental models are the driving force behind how we behave and perceive the environment. Casual relationships are equally as significant as mental models. In the case of Riverbend Hospital, the facility must first establish an open and pertinent rapport with the locals. By fostering this interaction, both the employees and the Hmong community might have their attitudes and mental models changed. The two's friendship with one another aids the hospital in developing trust and an understanding of Western culture and medical procedures. The medical personnel and the Hmong community might share and explain their experiences with the Shaman practices in addition to the mental model adjustments that would be beneficial. Positive encounters may prompt the personnel to reconsider their viewpoints and mental models. A formerly negative mental model of the Shaman healers could be transformed into one that values their traditions . 4

Organizational Disabilities Seven types of learning disabilities that might be observed within an organization are introduced by Peter Senge in The Fifth Discipline. I am my position, the enemy is there, the delusion of taking charge, the concentration on events, the tale of the boiling frog, the delusion of learning from experience, and the myth of the management team are the seven learning impairments that have been found. The enemy is out their syndrome affects Riverbend Hospital. It is clear from reading the scenarios that some hospital staff members believe the Hmong population is trying to destroy the medical center. Practical Recommendations Regarding the Hmong community, the Riverbend Hospital has numerous options. The hospital can implement a number of measures to improve its interactions with the Hmong population. The healthcare staff must examine their mental models in order to achieve these changes. The hospital staff is advised to examine other hospitals' usage of shaman rituals and their resources, check and research the ritual from books and notes, and gain a better grasp of it. By first working with the Hmong community, the hospital may better comprehend the Shaman ceremonies. The hospital personnel will gain a significant understanding of the medicinal methods used in the Hmong community, for instance, when a nurse witnesses the profound effects of the Shaman ceremonies on a real patient. The nurse can better grasp the spiritual connection between the Shaman healers and the Hmong community by observing this. Building trust with the workers might be facilitated by altering their mental models . These changes can be monitored and measured to assess the level of success of the implication of the Shaman healers within the hospital. 5

The function that Shamans play in relation to Western medical techniques and how they would fit in worried hospital workers. Working with the Shamans that were circulating caused some reluctance as well. There were stereotype comments made about shamans being witchdoctors and that they were performing voodoo rather than truly healing people since staff members are poorly informed and base their statements on what they don't know or completely comprehend. It is because of this miscommunication and inaccurate information that communication between the two groups is so crucial. There were occasionally moments of understanding when the emergency room staff was attempting to grasp the Shamans' culture and traditions. Gaining any kind of insight and consensus requires asking the right questions. Any form of query that is utilized must be carefully phrased in order to yield the required data. The objective is to get systemic understanding of the underlying assumptions that influence and shape stakeholders' positions. These kinds of inquiries are possible:  What gave rise to a disagreement involving the Vang family?  Why do the community and employees have a lack of communication and a poor relationship?  Why do the Hmong object to specific medical treatments?  What are the untold truths of the Shamans' capacity for healing? The answers to these questions will enable the issues to be addressed and help to better understand what is driving the breach between the two parties. This helps stakeholders examine their mental models and behavior again in an effort to eliminate any bias and assumptions that may still present. The following questions should be answered:  Why is it that some people think Western medicine is bad? 6

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 What are the significance and requirement for Shaman?  What problems are there with the hospital?  Shamanistic practices and Western medical procedures compatible? The answers to these concerns may assist in a better understanding of the problems facing the community. They can also offer for alignment with a common purpose and a shared vision, as well as aid to better grasp how the current problem can be solved while putting into action a plan that will bring about change. This establishes the mood for stakeholders to commit to change and understand that solutions that appear like a quick fix only offer brittle benefits. The ultimate answer should be one with longevity. Stroh (2015) warns against being complacent with the effects that a hasty fix has. Such fixes ignore the underlying cause of the issue and simply serve to impose long-term penalties that stagnate and reverse any initial results. The resolution must be long-lasting and result in some sort of organizational change. The main goal for all engaged in the RCMC case is to reach a level of mutual respect and acceptance when it comes to communicating and cooperating. Measures that are meant to assist in forming the new organizational structure should have elements that not only raise awareness but also encourage changes in mental models and provide a foundation for future adjustments and intervention. For the transformation process to be successful, something must take place. A specific group may be tasked with assessing the adoption of the new practices, as well as the hospital staff's and the Shaman's adjustments. They can also assist in monitoring the connection between the Hmong community and RCMC in the hospital. Events may encourage greater community involvement and increase levels of contact. Realizing how mental models and relationships affect how we act and see the environment is crucial since both of these factors influence how we think and conduct. 7

Stakeholders will be able to modify their attitudes and mental models along with how they behave when relationships are tested and pushed to the fore. Positive interactions between Eastern and Western medical methods will alter mental models in such a way as to alter thinking and mindsets. Any kind of good change that occurs should be monitored and documented so that it may be evaluated and compared to earlier data. By conducting satisfaction surveys and holding weekly meetings to discuss the environment in which things are going with patients and employees, stakeholders can feel like they are still in the loop about what is happening. To determine the degree of success and if the initial aims were attained, change can be detected and measured. There will always be challenges when any kind of change is implemented. The concerns between the community and hospital staff that were discussed in this case study demonstrated an unhealthy connection since there was mistrust, misunderstanding, miscommunication, disinformation, and stereotyping due to ignorance. The four-stage change method enables change to be implemented at a rate that is observable and not full force. In order to support stakeholders in their quest for change to occur within an organization, the change-supporting variables come together. 8

Reference Avci, O., Rings, E., & Mitchell, L. (2015). Stakeholders in US higher education: An analysis through two theories of stakeholders. Bilgi Ekonomisi ve Yonetimi Dergisis,10(2). Capella University. (n.d.). Riverbend City: Planning Organizational Change Using the Four-Stage Change Process. Stroh, D. P. (2015). Systems Thinking for Social Change. Chelsea Green Publishing 9

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