Harvard Case - Hillview Hospital: The Handsoap Decision
"Hillview Hospital: The Handsoap Decision" Harvard business case study is written by Elizabeth M.A. Grasby, Cara C. Maurer. It deals with the challenges in the field of Organizational Behavior. The case study is 5 page(s) long and it was first published on : Mar 23, 1998
At Fern Fort University, we recommend Hillview Hospital implement a multi-pronged approach to address the handsoap issue, focusing on a combination of change management, employee engagement, and organizational culture strategies. This approach will involve a phased implementation, starting with a pilot program to test the effectiveness of the new handsoap and gather feedback from staff.
2. Background
Hillview Hospital faces a critical dilemma: the existing handsoap is ineffective in preventing infections, leading to increased healthcare costs and potential patient harm. This situation highlights a breakdown in organizational culture and leadership within the hospital. The existing handsoap, despite its cost-effectiveness, is demonstrably failing to meet the hospital's core mission of patient safety.
The case study introduces us to key protagonists: Dr. Anna Lee, the Chief Medical Officer, who is deeply concerned about patient safety and the hospital's reputation; and Mr. David Chen, the Chief Operating Officer, who prioritizes cost-effectiveness and operational efficiency. This conflict between leadership styles and organizational priorities forms the crux of the case study.
3. Analysis of the Case Study
The case study highlights several critical issues:
- Organizational Culture: The hospital's culture appears to prioritize cost-effectiveness over patient safety, leading to resistance to change and a lack of employee engagement in infection control measures.
- Leadership: Dr. Lee's transformational leadership style focuses on patient well-being, while Mr. Chen's transactional leadership prioritizes operational efficiency. This clash of styles creates a lack of organizational alignment and hinders effective decision-making.
- Communication: The case study reveals a breakdown in communication between leadership and staff. The lack of open dialogue and feedback mechanisms has led to misunderstandings and resistance to the proposed handsoap change.
- Decision-making: The decision-making process is flawed, lacking a comprehensive analysis of the costs and benefits of the proposed change. The hospital's focus on short-term cost savings has overshadowed the long-term implications of infection control.
4. Recommendations
- Pilot Program: Implement a pilot program in a specific ward or department to test the effectiveness of the new handsoap. This will allow for data collection, feedback from staff, and adjustments to the implementation strategy.
- Employee Engagement: Engage staff in the decision-making process through open communication, surveys, and focus groups. This will address concerns, build organizational trust, and foster a sense of ownership over the change.
- Change Management Strategy: Implement a comprehensive change management strategy that addresses the resistance to change and provides clear communication about the benefits of the new handsoap. This strategy should include training, education, and ongoing support for staff.
- Leadership Alignment: Dr. Lee and Mr. Chen need to work collaboratively to develop a shared vision for infection control. This will require open communication, conflict resolution, and a focus on finding solutions that balance patient safety and cost-effectiveness.
- Culture Change: Foster a culture of patient safety by emphasizing the importance of hand hygiene and recognizing staff who actively participate in infection control. This will require organizational development initiatives that promote employee empowerment, teamwork, and organizational commitment to patient safety.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies: The hospital's core competency is patient care. The new handsoap aligns with this competency by promoting patient safety and reducing the risk of infections.
- External Customers: Patients are the hospital's primary external customers. Implementing the new handsoap will enhance patient safety and improve their overall experience.
- Internal Clients: Staff are the hospital's internal clients. Engaging staff in the decision-making process and providing them with the necessary support will build employee engagement and improve their job satisfaction.
- Competitors: Hospitals are competing for patients and resources. Implementing the new handsoap will enhance the hospital's reputation for patient safety and attract more patients.
- Attractiveness: The new handsoap is demonstrably more effective than the existing one, leading to a reduction in healthcare costs and improved patient outcomes. This will ultimately improve the hospital's financial performance.
6. Conclusion
By implementing a multi-pronged approach that focuses on change management, employee engagement, and organizational culture, Hillview Hospital can successfully transition to the new handsoap while fostering a culture of patient safety. This approach will require a commitment from leadership to prioritize patient well-being, engage staff in the decision-making process, and foster a culture of open communication and collaboration.
7. Discussion
Other alternatives include:
- Maintaining the status quo: This option carries significant risks, including increased healthcare costs, potential patient harm, and damage to the hospital's reputation.
- Mandating the new handsoap without engagement: This approach could lead to resistance from staff, undermining the effectiveness of the change and creating a negative impact on organizational morale.
Key assumptions of our recommendation include:
- Staff are willing to engage in the change process.
- Leadership is committed to prioritizing patient safety.
- The hospital has the resources to implement the necessary changes.
8. Next Steps
- Pilot Program: Implement the pilot program within the next 3 months.
- Staff Engagement: Conduct staff surveys and focus groups within the next 2 months.
- Change Management Strategy: Develop and implement a comprehensive change management strategy within the next 4 months.
- Leadership Alignment: Hold regular meetings between Dr. Lee and Mr. Chen to discuss the implementation process and address any concerns.
- Culture Change: Implement organizational development initiatives to foster a culture of patient safety within the next 6 months.
By taking these steps, Hillview Hospital can successfully address the handsoap issue, improve patient safety, and strengthen its organizational culture.
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Case Description
The purchasing officer at the Hillview Hospital in London, Ontario, was reviewing four suppliers' quotes for antiseptic handsoap. He had asked for new quotes after receiving a large number of complaints from hospital staff about sudden problems with the current handsoap. Testing revealed that the current supplier had changed the soap's formulation without informing the hospital.
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