In this case study the Hollywood Hospice has to implement changes to apply for/achieve JCAHO Accreditation for the Hollywood Hospice. Question: Using the concepts Organizing Groups and Teams, describe how would we apply these concepts to implement the necessary changes for the Hollywood Hospice.
In this case study the Hollywood Hospice has to implement changes to apply for/achieve JCAHO Accreditation for the Hollywood Hospice. Question: Using the concepts Organizing Groups and Teams, describe how would we apply these concepts to implement the necessary changes for the Hollywood Hospice.
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In this case study the Hollywood Hospice has to implement changes to apply for/achieve JCAHO Accreditation for the Hollywood Hospice.
Question: Using the concepts Organizing Groups and Teams, describe how would we apply these concepts to implement the necessary changes for the Hollywood Hospice.
![CASE: HOSPICE GOES HOLLYWOOD
Hollywood Hospice is a not-for-profit, 85-bed hospice facility located in the small, but
populous, town of Hollywood, California. Like all other hospices, its mission is to provide
high-quality palliative care to the terminally ill. Because it is located in a competitive envi-
ronment that receives much media coverage, Hollywood Hospice is extremely conscious
of its image. Hollywood Hospice, therefore, maintains top clinicians and administrative
staff, has an attractive facility, and recently attempted to make adjustments to apply for
JCAHO (Joint Commission on Accreditation of Healthcare Organizations) accredita-
tion. The administrative staff worked for several months revising policies and procedures
and determining areas in which work practices should change to comply with JCAHO
standards. The staff believed that improving standards for compliance would improve the
quality of care and bring prestige to the facility, even though it already has approval from
the National Hospice Organization.
The administration of Hollywood Hospice knew that the changes were vital to
achieving accreditation and had to be made quickly. The director, Ms. Cynthia Thur-
mond, distributed to each clinical and administrative department two-inch binders that
contain details about the implementation procedures for accreditation. Shortly after
distributing the binders and sending a reminder e-mail to all staff about the urgency
of the implementation, Ms. Thurmond began to receive complaints from the admin-
istrative staff; the staff complained that most of the changes were not being followed
by the clinicians. Ms. Thurmond expressed her frustrations to her assistant Glenn: "I
don't understand why the clinicians aren't following the new protocols we gave them.
Without full compliance with the new protocols, we have no chance for accreditation
or for increased quality care."
"I know, but some of the changes are proving harder to implement than others; I'm
not sure which ones we should have them focus on," Glenn responded. "I don't believe
the clinicians understand that all of the new protocols have to be followed strictly. They
just don't seem to care! Maybe we should create an incentive system so they'll do what we
want," he suggested.
Meanwhile, down the hall, the medical director, Dr. George Frank, became very
aggravated after reading the documents. "I can't believe they want us to make changes this
quickly without giving our staff adequate training, and without even asking for our input!"
he complained to a nurse. The nurse agreed, "All of these new policies and procedures are
just more useless bureaucracy; who needs accreditation when we know we provide good
quality healthcare? We have enough work as it is and we don't need more non-clinicians
telling us what to do or how to do it."
Hollywood Hospice's compliance efforts appear to have reached a stalemate. Although
its administration is ready to implement new policies and procedures for accreditation, the
implementation lacks clinician support.](/v2/_next/image?url=https%3A%2F%2Fcontent.bartleby.com%2Fqna-images%2Fquestion%2F2c6fb9be-cb3b-43fd-a6cc-90b4ac965f54%2F7cfea90d-09f0-41d4-b393-95607902f59a%2Fjlewygh_processed.png&w=3840&q=75)
Transcribed Image Text:CASE: HOSPICE GOES HOLLYWOOD
Hollywood Hospice is a not-for-profit, 85-bed hospice facility located in the small, but
populous, town of Hollywood, California. Like all other hospices, its mission is to provide
high-quality palliative care to the terminally ill. Because it is located in a competitive envi-
ronment that receives much media coverage, Hollywood Hospice is extremely conscious
of its image. Hollywood Hospice, therefore, maintains top clinicians and administrative
staff, has an attractive facility, and recently attempted to make adjustments to apply for
JCAHO (Joint Commission on Accreditation of Healthcare Organizations) accredita-
tion. The administrative staff worked for several months revising policies and procedures
and determining areas in which work practices should change to comply with JCAHO
standards. The staff believed that improving standards for compliance would improve the
quality of care and bring prestige to the facility, even though it already has approval from
the National Hospice Organization.
The administration of Hollywood Hospice knew that the changes were vital to
achieving accreditation and had to be made quickly. The director, Ms. Cynthia Thur-
mond, distributed to each clinical and administrative department two-inch binders that
contain details about the implementation procedures for accreditation. Shortly after
distributing the binders and sending a reminder e-mail to all staff about the urgency
of the implementation, Ms. Thurmond began to receive complaints from the admin-
istrative staff; the staff complained that most of the changes were not being followed
by the clinicians. Ms. Thurmond expressed her frustrations to her assistant Glenn: "I
don't understand why the clinicians aren't following the new protocols we gave them.
Without full compliance with the new protocols, we have no chance for accreditation
or for increased quality care."
"I know, but some of the changes are proving harder to implement than others; I'm
not sure which ones we should have them focus on," Glenn responded. "I don't believe
the clinicians understand that all of the new protocols have to be followed strictly. They
just don't seem to care! Maybe we should create an incentive system so they'll do what we
want," he suggested.
Meanwhile, down the hall, the medical director, Dr. George Frank, became very
aggravated after reading the documents. "I can't believe they want us to make changes this
quickly without giving our staff adequate training, and without even asking for our input!"
he complained to a nurse. The nurse agreed, "All of these new policies and procedures are
just more useless bureaucracy; who needs accreditation when we know we provide good
quality healthcare? We have enough work as it is and we don't need more non-clinicians
telling us what to do or how to do it."
Hollywood Hospice's compliance efforts appear to have reached a stalemate. Although
its administration is ready to implement new policies and procedures for accreditation, the
implementation lacks clinician support.
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