Executive Solution Overview
– ## HomeCareApplicationConflictAssignment.docx – ## Home-Care-Scenario455.pdf **## HomeCareApplicationConflictAssignment.docx** Write a 1,000-1,250-word paper that identifies the steps associated with making decisions within in health care. 1. What types of conflict were present among the employee…
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– ## HomeCareApplicationConflictAssignment.docx
– ## Home-Care-Scenario455.pdf
**## HomeCareApplicationConflictAssignment.docx**
Write a 1,000-1,250-word paper that identifies the steps associated with making decisions within in health care.
1. What types of conflict were present among the employees in the home health company?
2. What would have been the best decision-making model to use in this case study, why?
3. How would you use negotiation models to resolve conflict in this situation?
Include at least two peer-reviwed scholarly sources.
**## Home-Care-Scenario455.pdf**
HOME CARE Scenario
Type of Care Provided
Scenario
Care in this capacity can range from short term to long term based upon the changing needs of the
patient. Patient age can range from pediatric to elderly. Care can be provided in the patient’s private
home, group home, or assisted living setting. Medical homes fall into this category and are a new focus
of Accountable Care Organizations through the Affordable Care Act of 2010.
Standardization, process, attention to detail, and uniform adherence to policy are the most difficult
concepts for Louis to impress on his managers. As a quality assurance director for a home health
company, he continually finds errors that put the company at risk. More importantly, they put people at
risk. There are three standard shifts and 27 managers. Many follow protocols well; however, there are
eight managers who have been with the organization for over 10 years who do not. When the process
was revamped at the end of last year, these eight managers rejected the changes and instructed their
employees to continue charting as they had been doing so in the past. This has created a great deal of
confusion during shift changes, as well as ill will with the other managers. The other managers feel that
their teams will make additional errors because information was not charted within the scope of the new
policy. The managers who refuse to follow the new charting process admit that they understand what is
expected, but they state that the new process is cumbersome, may increases errors, and obscures vital
patient data. The managers who refuse to comply with the new process are also some of most liked and
highest rated in the organization. They say they are not objecting because they want to avoid change or
work. Instead, they detailed a list of problems and risks that they identified as a result of the new
process and gave it to the executive leadership of the home health company. This currently places the
company in a bind because they had already invested $750,000 in the new system and have negotiated
service agreements for the next two years. However, they could not just dismiss the concerns or risks
communicated by the eight managers. Louis’s job was a stressful environment and he feared that
everything was at an impasse and people were at a continuing risk.
**## Home-Care-Scenario455.pdf**
HOME CARE Scenario
Type of Care Provided
Scenario
Care in this capacity can range from short term to long term based upon the changing needs of the
patient. Patient age can range from pediatric to elderly. Care can be provided in the patient’s private
home, group home, or assisted living setting. Medical homes fall into this category and are a new focus
of Accountable Care Organizations through the Affordable Care Act of 2010.
Standardization, process, attention to detail, and uniform adherence to policy are the most difficult
concepts for Louis to impress on his managers. As a quality assurance director for a home health
company, he continually finds errors that put the company at risk. More importantly, they put people at
risk. There are three standard shifts and 27 managers. Many follow protocols well; however, there are
eight managers who have been with the organization for over 10 years who do not. When the process
was revamped at the end of last year, these eight managers rejected the changes and instructed their
employees to continue charting as they had been doing so in the past. This has created a great deal of
confusion during shift changes, as well as ill will with the other managers. The other managers feel that
their teams will make additional errors because information was not charted within the scope of the new
policy. The managers who refuse to follow the new charting process admit that they understand what is
expected, but they state that the new process is cumbersome, may increases errors, and obscures vital
patient data. The managers who refuse to comply with the new process are also some of most liked and
highest rated in the organization. They say they are not objecting because they want to avoid change or
work. Instead, they detailed a list of problems and risks that they identified as a result of the new
process and gave it to the executive leadership of the home health company. This currently places the
company in a bind because they had already invested $750,000 in the new system and have negotiated
service agreements for the next two years. However, they could not just dismiss the concerns or risks
communicated by the eight managers. Louis’s job was a stressful environment and he feared that
everything was at an impasse and people were at a continuing risk.
**## HomeCareApplicationConflictAssignment.docx**
Write a 1,000-1,250-word paper that identifies the steps associated with making decisions within in health care.
1. What types of conflict were present among the employees in the home health company?
2. What would have been the best decision-making model to use in this case study, why?
3. How would you use negotiation models to resolve conflict in this situation?
Include at least two peer-reviwed scholarly sources.
**## Home-Care-Scenario455.pdf**
HOME CARE Scenario
Type of Care Provided
Scenario
Care in this capacity can range from short term to long term based upon the changing needs of the
patient. Patient age can range from pediatric to elderly. Care can be provided in the patient’s private
home, group home, or assisted living setting. Medical homes fall into this category and are a new focus
of Accountable Care Organizations through the Affordable Care Act of 2010.
Standardization, process, attention to detail, and uniform adherence to policy are the most difficult
concepts for Louis to impress on his managers. As a quality assurance director for a home health
company, he continually finds errors that put the company at risk. More importantly, they put people at
risk. There are three standard shifts and 27 managers. Many follow protocols well; however, there are
eight managers who have been with the organization for over 10 years who do not. When the process
was revamped at the end of last year, these eight managers rejected the changes and instructed their
employees to continue charting as they had been doing so in the past. This has created a great deal of
confusion during shift changes, as well as ill will with the other managers. The other managers feel that
their teams will make additional errors because information was not charted within the scope of the new
policy. The managers who refuse to follow the new charting process admit that they understand what is
expected, but they state that the new process is cumbersome, may increases errors, and obscures vital
patient data. The managers who refuse to comply with the new process are also some of most liked and
highest rated in the organization. They say they are not objecting because they want to avoid change or
work. Instead, they detailed a list of problems and risks that they identified as a result of the new
process and gave it to the executive leadership of the home health company. This currently places the
company in a bind because they had already invested $750,000 in the new system and have negotiated
service agreements for the next two years. However, they could not just dismiss the concerns or risks
communicated by the eight managers. Louis’s job was a stressful environment and he feared that
everything was at an impasse and people were at a continuing risk.
**## HomeCareApplicationConflictAssignment.docx**
Write a 1,000-1,250-word paper that identifies the steps associated with making decisions within in health care.
1. What types of conflict were present among the employees in the home health company?
2. What would have been the best decision-making model to use in this case study, why?
3. How would you use negotiation models to resolve conflict in this situation?
Include at least two peer-reviwed scholarly sources.
**## Home-Care-Scenario455.pdf**
HOME CARE Scenario
Type of Care Provided
Scenario
Care in this capacity can range from short term to long term based upon the changing needs of the
patient. Patient age can range from pediatric to elderly. Care can be provided in the patient’s private
home, group home, or assisted living setting. Medical homes fall into this category and are a new focus
of Accountable Care Organizations through the Affordable Care Act of 2010.
Standardization, process, attention to detail, and uniform adherence to policy are the most difficult
concepts for Louis to impress on his managers. As a quality assurance director for a home health
company, he continually finds errors that put the company at risk. More importantly, they put people at
risk. There are three standard shifts and 27 managers. Many follow protocols well; however, there are
eight managers who have been with the organization for over 10 years who do not. When the process
was revamped at the end of last year, these eight managers rejected the changes and instructed their
employees to continue charting as they had been doing so in the past. This has created a great deal of
confusion during shift changes, as well as ill will with the other managers. The other managers feel that
their teams will make additional errors because information was not charted within the scope of the new
policy. The managers who refuse to follow the new charting process admit that they understand what is
expected, but they state that the new process is cumbersome, may increases errors, and obscures vital
patient data. The managers who refuse to comply with the new process are also some of most liked and
highest rated in the organization. They say they are not objecting because they want to avoid change or
work. Instead, they detailed a list of problems and risks that they identified as a result of the new
process and gave it to the executive leadership of the home health company. This currently places the
company in a bind because they had already invested $750,000 in the new system and have negotiated
service agreements for the next two years. However, they could not just dismiss the concerns or risks
communicated by the eight managers. Louis’s job was a stressful environment and he feared that
everything was at an impasse and people were at a continuing risk.
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