Ron Ventura at Mitchell Memorial Hospital, Case Study Example

While nationally renowned surgeon, Ron Ventura is one of the most effective individual surgeons in Mitchell Memorial Hospital, he lacks interpersonal skills and a teamwork approach. As the results of his 360-degree performance evaluation are in, and his 2-year contract is up for renewal, Prescott faces challenging decision. The below essay will examine some of the most important aspects of the problem.

Situational Analysis

Mitchell Memorial Hospital is in the middle of a cultural and organizational change, and the management would like to see staff work on embracing an open, patient-centered culture. While the hospital’s performance has increased in the past two years, due to reforms, and the reputation of individual departments improved, one person who is alone responsible for revenue surge is struggling with adapting to the cultural values and missions of the health care organization. Prescott is wondering whether “Ventura’s actions violated Mitchell Memorial’s cultural norms”. Indeed, the manager should not be thinking about this: it is evident. There is obviously a dilemma to solve, especially that Ventura’s evaluation report is in, and his contract is up for renewal. He could accept that management requires decisions that involve trade-offs, and considering the enormous caseload the clears in the cardiovascular unit, he could tell surgeons to “put up with his manners”. However, considering the current mission and cultural norms of the hospital, he would allow one person “get away with breaching the norms”, while others would be required to follow them. There are several potential negative consequences of allowing Ventura to continue his work in the same manner.

work morale in the department would further decrease, and this will be creating results that undermine the organization’s mission and goals.

The opportunities for expansion would be limited for the hospital’s cardiovascular unit. Resident surgeons currently leave because they are unable to deal with the pressure working with  Ventura puts on them. Several surgeons also consider leaving because of Ventura, not to mention nurses and other support staff. Soon, the hospital unit could face staffing issues.

The lack of collaboration among surgeons and medical staff can endanger patients. Further, the comments made by Ventura about other staff members can damage the reputation of the hospital.

The main stakeholders whose interest the manager needs to consider when making a final decision about Ventura’s contract are: patients, workers, investors and donors, and the management.

Proposed Solution

While Ventura is a great contributor towards the profits of the organization, his actions should not go unnoticed. Indeed, Prescott should have already addressed the issue in a more assertive manner. Sending away the surgeon would make the unit understaffed, and having to operate without a leader. However, it is possible to work together with Ventura to improve his teamwork and communication skills. It is evident that the surgeon spent a lot of time working alongside an army doctor, whose manner and style he adapted as a norm. Still, in his self-evaluation, Ventura admits that he is having difficulties with staff, and has no patience. He realizes that this is a problem, but it is not known whether or not he would like to change. Prescott would need to sit down with him when the contract renewal negotiations are due and honestly discuss the 360 degree evaluation’s results. He needs to emphasize that the hospital is grateful for the surgeon’s contribution, however, would like to help him improve his teamwork, communication, interpersonal, and leadership skills. The leader should agree with Ventura to take on a leadership course focusing on team building and communication, and sign a conditional renewal offer for 6 months, which will be confirmed as permanent for three more years, once improvements are seen in the new 360 degree evaluation report.

Alternative Options

Firing Ventura

Firing the surgeon would please some people in the cardiovascular unit and satisfy their anger. However, it would reduce the performance of cardiovascular care, and disadvantage patients. The hospital would be losing a large proportion of high paying outpatients who only visit the hospital because of Ventura. Further, this step would not empower Ventura as a leader, but simply let go of him.

Allowing Ventura to do the job his way, considering how profitable his work is

This solution would affect all stakeholders. The management would not be able to complete the cultural change. Staff would lose motivation, thinking that the management makes excuses for some people and not others. The democracy of the organization would be affected. Finally, patients would be affected. Lack of communication and teamwork would increase the number of complications, while surgical staff would be stressed on the job, and the risk of making mistakes will increase significantly. Finally, the hospital would not be able to secure resident surgeons for permanent position to replace staff retiring or leaving.

Conclusion

The most challenging task ahead of Prescott is to gain commitment from Ventura to change and create a consensus. There is a need to align the surgeon’s personal goals and vision with the ones defined by the organization in order to succeed.

References

Cespedes, F. V. (2013, June 28). Ron Ventura at Mitchell Memorial Hospital. Harvard Business School.