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Collecting, Analyzing, & Feeding Back Diagnostic

The document summarizes the diagnostic process used by Allegent Health (AH) after a merger. It discusses how AH collected data through interviews and surveys of executives, physicians, and staff to evaluate the effectiveness of change initiatives and identify communication challenges. The results showed strategies were not well aligned with the vision and low innovation. It recommends providing feedback to executives, revalidating results with more respondents, clarifying vision/goals, and conducting teambuilding.

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Caroline Mariae Tuquib
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521 views12 pages

Collecting, Analyzing, & Feeding Back Diagnostic

The document summarizes the diagnostic process used by Allegent Health (AH) after a merger. It discusses how AH collected data through interviews and surveys of executives, physicians, and staff to evaluate the effectiveness of change initiatives and identify communication challenges. The results showed strategies were not well aligned with the vision and low innovation. It recommends providing feedback to executives, revalidating results with more respondents, clarifying vision/goals, and conducting teambuilding.

Uploaded by

Caroline Mariae Tuquib
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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COLLECTING,

ANALYZING, &
FEEDING
BACK
DIAGNOSTIC
INFORMATION
Rachelle Kim E. Tayanes
Estherlina Jr. D. Pontioso
Raymundo G. Talimio Jr.
Melanie Rosalind C. Talimio
Anne Dominich V. Galdo
Caroline Mariae A. Tuquib
I. OUTLINE OF THE TOPIC

• The Diagnostic Relationship


• Collecting Data
• Sampling
• Analyzing Data
• Feedback
• Survey Feedback
II. OUTLINE OF THE CASE
“ ALEGENT HEALTH (AH)”

Merged with another company


Hiring a new CEO and Chief Innovation Officer (CIO)
Implemented a series of large group interventions
known as Decision Accelerators (DA)
Hired two OD practitioners to evaluate its change
process
PROBLEMS IDENTIFIED

Common Problem encountered by Merging companies;


Communication Challenges
Employees Retention
Cultural Challenges/Cultural Differences
OBJECTIVE

Determine whether the merger decision is appropriate


between the merging companies.
Build harmonious relationship between the merging
companies.
Evaluate the effectiveness of the operational strategies.
DESIGN
AH USES THE FOLLOWING TECHNIQUES:
Unobtrusive Measures – data are collected from secondary resources,
such as company records and archives.
“AH uses compiled reports, photographs of activities, transcripts of
large report outputs, activity debriefing and discussions.”
Interview – widely use technique wherein, the respondents are asked
with direct questions.
“Initial interview – Executives & Physicians ;
Second Interview - closely connected with the implementation of
each clinical services” ;
Third interview – Staff Nurses who have not participated in the
original DA’s or been directly involve.
AH USES THE FOLLOWING TECHNIQUES:

Survey – collecting data through questionnaire


AH used 2 sets of surveys: (1) Initial round w/ Executives
and Physician ; (2) People who attended a review (DA) for the 3 of
the six clinical areas.

Result:
High comprehensiveness on Clinical strategy
Low alignment on company vision
Low innovation
RESULTS PERCEIVED FROM DIFFERENT
TECHNIQUES

Unobtrusive Measures
“ DA’s varied in their compositions “Intense DA’s”
“Some DA’s produced Comprehensive Visions & Strategies

Interview
“20% said that strategies are aligned with the VGMO”
“DA’s provided a clear vision to guide change
“More 50% lack real change capability – insufficient communication”
Nearly all – improved relationships w/ physicians
Increased speedy decision making
RECOMMENDATION
• The OD should give feedbacks to the executives regarding
with the results of the data gathered.
• Management should consider revalidation using the same
techniques but with more number of respondents and clinical
areas.
• Create a well defined vision, goals, mission and objectives.
• Conduct Teambuilding activity to establish harmonious
relationship
• Bringing the best practices of the companies.
CONCLUSION

• When a company ventures into an organizational diagnosis, it


should ensure that they will use appropriate techniques with
sufficient sample that will represent the population.
• An organization should choose an OD practitioner that will
perform organizational diagnosis to achieve objective results.
• An OD practitioner should use reliable and effective tool in
diagnosing.

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