Abstract This case study takes place in a community hospital on a rainy Monday morning. The new executive assistant to the CEO, Chris Smith, has just started his job and is getting a brief synopsis of issues and problems that he has been asked to analyze and propose solutions to. After gathering all the information possible, looking at discrepancies, and talking with employees of the hospital, Chris determines that the problem is the general nature of the mission statement, and the desire of all stakeholders to keep the hospital solvent in their own way. The proposals needed to solve any problems must be ready in one week. Case Study: Faith Community Hospital Chris Smith, as the executive assistant to the CEO at Faith Community Hospital, is given the charge to come up with a report for the first ever held staff meeting that will propose solutions to the negative publicity and the hospital funds that, according to the hospital accounting department, are going in the red. Chris found that the best way to solve problems is to identify them specifically.

He went on a fact finding information search, checked out discrepancies, and also had conversations with the staff at the hospital. The main problem he discovered was the nature of the mission statement and a lack in staff training. His proposal included a re-write of the mission statement, new guidelines for all staff and specific, regular, training to inform all involved of the changes. Our reading and classroom discussions have taught that getting all of the information possible is critical to identifying a problem. The CEO gave Chris some general ideas about what kinds of issues where coming up at the hospital, but nothing specific. When the information is all put together, mapped out so that it is all in front of you, the picture becomes a little clearer.

Asking questions also helped Chris in determining the problem. Why is the most often asked question. "Why did the DNR directive get administered differently?" . "Why do doctors treat some patients and not others just because of insurance issues?" . Another action that Chris took was to do some comparing. In the past the costs were less per patient, but was the quality going down, or were there other reasons for the increase? Chris had to look at the information the accounting department gave them regarding fixed costs and compare them to the per patient number.

He also used plans and forecasts to decide what the current trend would do to the hospital, which our classroom text explains is helpful in pinpointing a problem and finding solutions. The problem that Chris identified was the broad, general nature of the mission statement, multiple interpretations of it, and a lack of training for the entire staff at the hospital. The mission statement is a general, warm-fuzzy, religious statement and is being interpreted in many ways. The hospital is still a business and must still operate as such. The problem with the mission statement is because it so broad and open, there are many different interpretations of it. The second problem that Chris identified is the lack of training for staff members.

The CEO admitted that the meeting where he would present his proposals would be the first of its kind during his administration. None of the staff seemed to be on the same page because they never had communication and training that helped them understand what the mission statement and their specific responsibilities entailed. To solve the problem of the mission statement, Chris proposed re-writing the missions statement so that the focus is on the health and well being of the people in the community and the service and commitment to excellence in the medical industry. This task would require the assistance of the Board of Directors, or a representative of that board to participate in some brainstorming sessions so that the statement would still reflect the values of the community and the founders of the hospital. To solve the problem of many interpretations of the mission statement, Chris proposed regular staff meetings and training sessions. The problem of individual interpretation comes from a lack of information.

The specific meaning of the mission statement and every procedure in the hospital should be disseminated to every member of the staff - doctors, nurses and aides alike. This information should also shared with the community so they would be aware of the hospitals procedures as well as their caring staff and solid religious values. The changes Chris proposed were monumental but necessary if the hospital were to stay afloat. They had to be well planned out and implemented carefully and slowly. The solutions when fully in place would keep the staff members employed and the community happy. References University of Phoenix.

(Ed). (2003) Readings in Critical Thinking [Custom Electronic Text for University of Phoenix]. Boston: Pearson Custom Publishing. Retrieved July 23, 2003, from University of Phoenix, Resource, CSS 330 - Critical Thinking and Computer Logic Web site: web.