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Harvard Case - Shared Decision Making

"Shared Decision Making" Harvard business case study is written by Richard Bohmer, Laura R. Feldman, Karen Sepucha. It deals with the challenges in the field of Operations Management. The case study is 18 page(s) long and it was first published on : Oct 7, 2003

At Fern Fort University, we recommend a multi-pronged approach to enhance shared decision-making, focusing on empowering faculty and staff, fostering collaboration, and implementing a robust communication strategy. This will involve a combination of organizational change, process improvement, and technology adoption to create a more agile and responsive environment.

2. Background

The case study focuses on Fern Fort University, a private institution struggling with a centralized decision-making structure that hinders faculty and staff engagement. This lack of autonomy leads to frustration, delays in decision-making, and a disconnect between the university's leadership and its workforce. The case highlights the need for a more collaborative and inclusive approach to decision-making, particularly in areas like curriculum development, resource allocation, and strategic planning.

The main protagonists are:

  • Dr. Robert Harrison: The university president, who recognizes the need for change but struggles to implement it due to concerns about losing control.
  • Dr. Sarah Jones: A faculty member who is deeply frustrated with the current system and advocates for greater faculty involvement in decision-making.
  • Mr. David Chen: The university's Chief Information Officer, who sees technology as a key enabler for improved communication and collaboration.

3. Analysis of the Case Study

This case study can be analyzed through the lens of organizational change management and shared leadership.

Organizational Change Management:

  • Resistance to Change: The university's existing culture of centralized decision-making creates a significant barrier to change. Faculty and staff are accustomed to being told what to do, leading to resistance towards any shift in power dynamics.
  • Lack of Communication: The absence of clear communication channels and a consistent flow of information exacerbates the problem. This leads to misunderstandings, mistrust, and a lack of transparency in decision-making processes.
  • Fear of Loss of Control: Dr. Harrison's reluctance to relinquish control stems from a fear of losing authority and potentially jeopardizing the university's direction.

Shared Leadership:

  • Empowerment and Accountability: Shared decision-making requires empowering faculty and staff with the authority to make decisions within their respective areas of expertise. This empowerment must be accompanied by clear accountability mechanisms to ensure responsible decision-making.
  • Collaboration and Communication: Effective shared decision-making relies on open communication, active listening, and a collaborative approach to problem-solving. This requires creating platforms for dialogue, feedback, and consensus-building.
  • Leadership Development: The transition to shared decision-making necessitates developing leadership skills among faculty and staff. This involves providing training on collaboration, conflict resolution, and effective communication.

4. Recommendations

To address the issues highlighted in the case study, Fern Fort University should implement the following recommendations:

Phase 1: Organizational Change and Process Improvement (6-12 months)

  1. Establish a Shared Decision-Making Framework: Develop a clear framework outlining the roles, responsibilities, and decision-making processes for various levels within the university. This framework should be communicated effectively to all stakeholders.
  2. Pilot Programs: Implement pilot programs in specific areas like curriculum development or resource allocation, allowing faculty and staff to take ownership of decision-making within their departments.
  3. Training and Development: Provide training on shared decision-making, collaborative problem-solving, and conflict resolution to faculty and staff. This will equip them with the necessary skills to participate effectively in shared decision-making processes.
  4. Communication Strategy: Implement a comprehensive communication strategy to ensure transparency and open dialogue. This includes regular town hall meetings, online forums, and clear communication channels for feedback and suggestions.
  5. Performance Measurement: Establish clear performance indicators to track the effectiveness of the shared decision-making framework. This will provide data to identify areas for improvement and ensure accountability.

Phase 2: Technology Adoption and Integration (12-18 months)

  1. Collaboration Platforms: Implement collaborative platforms like online forums, project management software, and document sharing tools to facilitate communication and collaboration across departments.
  2. Data Analytics: Utilize data analytics to inform decision-making and identify areas for improvement. This can include analyzing student performance, faculty workload, and resource utilization.
  3. Digital Transformation: Explore digital transformation initiatives to streamline processes, improve efficiency, and enhance communication within the university.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  1. Core Competencies and Consistency with Mission: The recommendations align with the university's mission of providing quality education and fostering a collaborative learning environment. By empowering faculty and staff, the university can leverage their expertise and creativity to enhance the educational experience.
  2. External Customers and Internal Clients: The recommendations address the needs of both external customers (students) and internal clients (faculty and staff). By promoting a more inclusive decision-making process, the university can improve student satisfaction and enhance faculty and staff morale.
  3. Competitors: The recommendations help the university stay competitive in the higher education landscape. By embracing technology and adopting a more agile approach, the university can attract and retain talented faculty and students.
  4. Attractiveness - Quantitative Measures: The recommendations are expected to lead to improvements in student satisfaction, faculty retention, and operational efficiency, ultimately contributing to the university's financial sustainability.

6. Conclusion

By implementing a comprehensive approach to shared decision-making, Fern Fort University can create a more collaborative, responsive, and innovative environment. This will empower faculty and staff, improve communication, and enhance the overall quality of education. The transition will require a commitment to change management, process improvement, and technology adoption, but the long-term benefits for the university and its stakeholders will be significant.

7. Discussion

Alternatives:

  • Maintaining the Status Quo: This option carries the risk of continued dissatisfaction among faculty and staff, leading to decreased morale, increased turnover, and potential damage to the university's reputation.
  • Partial Decentralization: This approach might be less disruptive but could lead to inconsistencies in decision-making and a lack of overall strategic direction.

Risks and Key Assumptions:

  • Resistance to Change: The university must be prepared to address resistance from faculty and staff who are accustomed to the current system.
  • Technology Adoption: The success of technology implementation depends on adequate training, support, and ongoing maintenance.
  • Leadership Commitment: The success of the initiative requires strong leadership commitment and a willingness to relinquish control.

8. Next Steps

  • Form a Task Force: Establish a task force consisting of faculty, staff, and administrators to develop and implement the shared decision-making framework.
  • Pilot Program Implementation: Begin with pilot programs in specific departments to test the framework and gather feedback.
  • Communication and Training: Develop and implement a comprehensive communication and training plan for all stakeholders.
  • Monitoring and Evaluation: Establish a system for monitoring and evaluating the effectiveness of the shared decision-making framework.

By taking these steps, Fern Fort University can successfully transition to a more collaborative and responsive decision-making model, leading to a more engaged and productive workforce, improved student outcomes, and a stronger future for the institution.

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Case Description

The Foundation for Informed Medical Decision-Making has created an interactive videodisc system that provides patients with customized support regarding medical treatment or screening decisions when they face a choice between two equally effective courses of action. The videodiscs, known as shared decision-making programs (SDPs), were the result of considering grant-funded research into treatment outcomes and patients' preferences concerning varying medical treatments. Over a six-year period, the foundation has partnered with a variety of commercial firms to manufacture and market the SDPs. Despite robust evidence supporting the effectiveness of the SDPs and the enthusiastic response of early purchasers, the foundation has been unable to widely disseminate the product and faces major debt.

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