Introduction
Southwestern Free Clinic majorly offered healthcare services at a free-to-low cost to community residents. The chair, Leeza Smithton, had conducted a compulsory coaching session with all the working staff where they questioned his leadership skills. Despite her being attractive and a fashionist, interactions with the members had not been so friendly. A ranking member of the board had invited Leezas’ friend to offer some input on the issues being targeted at the meeting. The primary issue causing alarm was the low morale among the workers, which gave her fear and doubts about the general productivity. This paper will be organized into three sections: identification of problems, recommended organizational development (OD) interventions, evaluation of the consultant’s performance, and the change process.
Identification of Problems and OD Model
Since the hospital members were not on good terms with their leader, it indicated that some problems that must be solved existed. Firstly, the issue of ineffective leadership from Leeza has been discussed. “Reflecting the past few months, Smithton felt angry and frustrated that the board had questioned her leadership in the first place.” Additionally, poor interactions between Leeza and the Southwestern Free Clinic’s (SWFC) board indicated they were not on good terms. “She began recognizing how she had alienated herself by her actions and verbal craziness.” Insufficient funds to offer healthcare services was also a significant issue that needed to be worked on. “Financial support came from minimal patient fee offered on a sliding scale.”
The board’s concern regarding the organization’s climate and leadership indicated that the case study has a problem. The coaching model was therefore suggested as the most appropriate in coming up with solutions to steer the organization forward. A team consisting of organizational psychology Ph.D. (Cummings & Worley, 2019). Students and a consultant were selected to assess and address the issues. A few questions were asked by the research team, which would enable them to gather critical information to have a comprehensive view of the organization. It was further suggested that the consultant should talk directly with the executive director for her to change the leadership style.
Recommended OD Interventions
To end the existing problems, alternative solutions can be taken to prevent the situation from worsening. The government’s support can be felt by giving out free medicines to the hospital to cut patient costs. Further, the government should subsidize expensive medical services like operations and dealing with complex conditions. Prepaid insurance schemes for employed individuals should be adopted to allow low-income families to benefit from free aid from the government.
The hospital owner should learn how to deal with issues positively to improve the interaction mode. In case of a disagreement, the members should have a friendly meeting to learn how to come to reasonable terms. The human relation theory of OD is essential in socialization since it gives alternative interaction strategies. Team building activities where bonding can be done can restore the interaction modes, creating a conducive working environment.
A proper problem-solving procedure should be followed to come up with long-term solutions. The decision theory OD is essential in this situation by offering alternative problem-solving strategies. Leeza can adopt suitable leadership styles, which can enable her to succeed. Timely communication and being a dependable leader, who people can trust and rely on create a resilient team. This comes into collaboration with being straightforward, meeting deadlines, and coming through obligations. To solve the problems, feedback from the research statistics should be considered. Most importantly, answers to the open-ended questions and questionnaires This recommendation is essential since it allows for future adjustments and adaptation of the presented issues.
Consultant Performance and the Change Process
Focus groups and qualitative interviews were the initial processes in the research conducted. The board selected employees for personal interviews where a sample of different functions, levels, and functions was considered. The target individuals were later asked to give out their emails describing the project and its importance. Small groups were created to create a deeper understanding of SWFC (Hennein & Alba, 2021). It was concluded that the information obtained from the two classes was similar and hence termed effective.
A phone call to the consultant formally indicated the beginning of the coaching activities. Face-to-face interactions led to ethical standards and considerations as the socialization process became friendly. Therefore, several coaching sessions followed every two weeks since Leeza was so busy. She later identified actions that corresponded with the focus groups. Despite finding it difficult to adjust to the sessions, she agreed to complete leadership assessments and emotional intelligence.
Conclusion
I think the TFC’s recommendation for change would bring a better organization to the board. This could be through improving the mode of communication, leadership recognition, and respect. I would manage the two-year process by creating a proper strategy and setting goals and objectives. After this, I would make the team to help me decide and implement various plans and review my goals to ensure they are achieved.
References
Cummings, T., & Worley, C. (2019). Organization development and change (11th ed.). Cengage.
Hennein, L., & Alba, C., A. (2021). Association of a health coaching and transportation assistance intervention at a free ophthalmology homeless shelter clinic with follow-up rates. JAMA Ophthalmology, 139(3), 311. Web.