Vision & Strategy Worksheet PDF

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H401: Strategic Planning For Healthcare Organizations Worksheet: Visioning & Strategy 25 Points NAME: _______Naqeeb Rahman_______________________________

This Worksheet is based upon the Audio Tracks with David Handel, Ken Stella, Dennis Dawes and Sam Odle titled Vision & Strategy. Each correct answer is worth 1 point. Please type your responses using this form/format, and turn-in via hard copy paper at the designated in-class session. 1. What does Sam Odle say is the difference between management and leadership? Please briefly explain. Management is more focused on the transactional leadership. If you are a unit leader, or managing a section, there are incremental transactions that has to be done. Over time, people master the transactional skills, and then people get to vision and strategy and that is where transformational leadership comes in. 2. What three things does David Handel say about leadership and teams? A. Attract and retain really talented people who are going to populate those teams B. Accomplishments are done by teams

C. In a leadership role, it is all about creating effective teams 3. Dennis Dawes talks about planting a lot of seeds to sell his ideas to the Board, medical staff, leadership team, and employees. Briefly explain what he means by this. To bring up the ideas and possibilities beforehand and let the board, staff, team and employees all play with those ideas and possibilities in their heads and for them to come up with reasons to approve and see the benefits it would make.

4. Describe what Dennis Dawes referred to as “Defining Moments”? Having to put together plans for the board of trustees and other high-ranking members for expansion of services were considered to be defining moments to Dennis Dawes. 5. Dennis Dawes states that “Being in a big business requires good business planning”. Identify three purposes of a business plan used by senior leadership as generally described by Dennis. A. Analyzing and evaluating the feasibility of the new or expanded service B. Provides an analysis regarding the business case C. Helps to facilitate consensus towards embarking on a new venture 6. The Hendricks Regional Health YMCA & Medical Building is an example of a vision and strategy around the provision of wellness care to the community. However, the question for the Hendricks Board of Directors was about whether this new proposed venture was part of the organization’s mission (or not) to the community. This concept was in the making for five years. In general terms, describe Mr. Dawe’s approach to this new concept/idea. Hendricks Regional Health needs to not just be an illness care providing facility, it needs to be a business of providing wellness care to the people of the community and something needs to be done to speak to that. 7. According to Ken Stella, what does “PIE” stand for as it relates to strategic planning? A. Plan B. Implement

C. Evaluate 8. During an interview with the Indiana Hospital Association (IHA) Executive/Recruiting Committee for the position of President, Ken Stella told the board he would only take the position if the board would support a strategic planning process and the change a new strategic plan would call for. Why? Ken did not want to go in that job and be pecked at while trying to do the job, he needed a new approach to handle the tasks of that job and what that job requires, with a plan, he can do what is needed, and in an efficient manner.

9. Ken Stella talks about the “Plan-to-plan” and creating a strategic planning committee and process as CEO of Morgan County Hospital in Martinsville, Indiana. What were the two key strategies the plan called for at Morgan? A. Needing more physicians B. Expanding the facility

10. Ken Stella talks about the Morgan community and Strategic Planning Committee creating a strategic plan for the hospital. What does Ken say his (primary) job was in all this? Ken’s primary job was to implement the 2 key strategies at Morgan.

11. Identify and briefly describe four key things Dennis Dawes talks about relative to risk and leadership. A. There are times when you will face pushback from somewhere, but you just have to keep pressing ahead and thinking positively. B. Make decisions based on the mission of the organization, not the organization itself or its profits. C. Having the ability to put together a plan and persuade high ranking members is necessary to make changes in an organization. D. When taking the risk of convincing others, it is key to plant a lot of seeds 12. Relative to a healthcare leader, what two things does David Handel say about change and the future? A. Being open to change B. It is not going to be easy 13. Ken Stella talks about spotting trends and assessing the environment when facilitating a strategic plan for IHA. Once this important strategic planning component has been accomplished, what question should be asked? What else is needed now?

14. While working in the recreational therapy department at LaRue Carter Hospital, Ken Stella describes a patient break-through as one event that connected him to the field of healthcare administration. Briefly describe that event. Ken connected to the field of healthcare administration when his superior let him take patients to the golf course. Ken also ran sock hops on Friday nights at the hospital, there was a patient that interacted with another about a dance. This also made him feel more connected to healthcare administration....