Performance improvement

The Bronx medical group offered me the chance to become the CEO where, after arriving, I noticed that the number of patients visiting the healthcare facility had dramatically dropped. Seeking to know the reason for such a drop of customers, I held a talk with the doctors and the providers who blamed the staff claiming that they did not know how to talk to the patients. On the other hand, the staff claimed that the provider did not address customers well. I took the time to talk to the customers who highlighted that most of the patients preferred to seek services from another nearby healthcare facility where they were handled better.
Style of leadership
The above issues needed to be fixed; hence, calling for me, being a Six Sigma Black certified professional to enact a transformative style of leadership. I believe that this type of leadership is the most effective not in acting as a replacement leadership style but the leadership type that will give the Bronx group a new perspective. As a transformative leader, I will engage and motivate the providers, staff, and the patients while at the same time assist in developing their leadership skills. In doing this, I will use the five components of transformational leadership, such as motivation influence, the influence of people’s ideas, and the influence of traits (Ledlow & Coppola, 2014).
The principles of Six Sigma refer to a respectable process that focuses on the development of an almost perfectly good all rounded continuously. It is a process that is continuously improving since it provides a firm with a structured approach for analyzing how the business is currently performing and ways in which the processes can be improved to conduct the work more effectively and efficiently on an ongoing basis (Ledlow & Coppola, 2014).
One of the fails of the Bronx group is that it faces competition from nearby facilities, and this calls for the development of a process that understands the needs of the patients. Borrowing from the Six Sigma, I will employ a process-centric view to understand the combination of what is needed by the customers and how the inputs I will put in place will work together in meeting the needs of the patients. To achieve this, I will ensure that man, material machine, and management are coordinated to create a course. Because the process of improving a facility and trying to attain customer satisfaction while making profits involve many steps, application of the Six Sigma principles will help me in minimizing any procedures that do not add value to the process and also help in reducing defects to the final output.
Organisation-wide PI project is a type of project that requires analysis of its performance problems to set up systems that will ensure good performance. This applies to the Bronx group project since the organization is looking forward to solving performance problems in the way people conduct their job and create an improvement in the results (Ledlow & Coppola, 2014). Also, the organization is seeking to implement interventions to understand the nature of the problems and determining if the interventions employed will succeed. Therefore, the healthcare organization requires a continuous study on the adaptation of the processes and functions that will be set to increase the success of desired outcomes and to meet the necessary requirements of the patients effectively.
Medical practices by staff members
In developing my new performance team, I will allocate medical practices to all staff members as followers who will assist in carrying out the efforts for improvement. The team will regularly be involved in reviewing performance data, monitoring, and identifying areas that need improvement (Bendably & Bendably, 2012). This team will include a clinical leader who will be authorized to test and impose change while at the same time solving the issues that might arise. The person should be able to understand how the process will be affected by the change and what impact the changes could have on the other organization’s parts (DeWalt et al., 2010).
A technical expert with adequate knowledge of each area will be needed. This will include, for example, a person with knowledge in health information technology or electronic clinic records. A day to day leadership will also be required in the team, and this will include a person to conduct tasks such as data collection and analysis (Bendably & Bendably, 2012). Such a person will work closely with the other members to understand the impact of the change and help drive its implementation. There will also be a project sponsor who will be the executive authority serving as the link between the senior management and the PI team. This person will be joining the team periodically while being updated continuously about the progress of the team (DeWalt et al., 2010).
The team charter will embark on tree tips that will help in facilitating performance improvement as follows: placing a priority on how stakeholders communicate, engage, and participate. This will be achieved through learning the most important things to the people making up the microsystem and finding ways to appreciate the change and own the process. Second, implementation of the improvements will start from demonstrations that are small scale. This will allow the team to refine the new process while demonstrating the effect of outcomes to increase support of the customers. Finally, the team will keep remembering and reminding stakeholders that the PI is an iterative process; hence, will have frequent corrections as it takes the course (DeWalt et al., 2010).
The team will employ the PSDA circle, which will involve all the staff members assessing the problems, making suggestions, and conducting a test on the potential solutions. The circle has four parts that are plan-do-study-act. At the plan step, the purpose or the goal is identified, formulation of an intervention of change conducted, success metrics defined followed by putting the plan into action (Bendably & Bendably, 2012). This is followed by “DO,” which constitutes implementing the components of the plan. At “STUDY,” the outcomes will be monitored to test the validity of the progress and find out areas that need improvement. At stage “ACT,” the circle is closed, and the lessons of the entire process are integrated ready to be applied to change the goal, adjust the method, or reformulate the improvement.
Conclusion
The PL team identified three actions that are necessary for the regain of patients visit numbers. These actions include: Educating clinical and nonclinical staff and providing professional training for professions beyond staff and rehabilitation services. The team also suggested that mechanisms for emergency communication should be put in place, and handoff tools between departments and shifts should be improved (Bendably & Bendably, 2012).
References
Bendaly, L., & Bendaly, N. (2012). Improving healthcare team performance: The 7 requirements for excellence in patient care. Toronto: John Wiley & Sons Canada.
DeWalt, D. A., Callahan, L. F., Hawk, V. H., Broucksou, K. A., Hink, A., Rudd, R., & Brach, C. (2010). Health literacy universal precautions toolkit. Rockville, MD: Agency for Healthcare Research and Quality, 1-227.
Ledlow, G. R., & Coppola, M. N. (2014). Leadership for health professionals: Theory, skills, and applications. Burlington, MA: Jones & Bartlett Learning.
QUESTION


Respond to the following questions in a paragraph (5-7 sentences):
1. What was the choreographer that was most interesting to you? (Dunham, Primus, Beatty, Mc Kayle or Ailey)
2. Why do you think this persons work stood out to you? What about their history, pathways or missions really drive them to be a leader in the dance community? How can dance help change the world around use? How did this choreographer help change the world through dance?