Approaching QI Strategic Plan Analysis of Current State Report

St. Matthew Hospital is progressing toward further development of its strategic missions; therefore, the state of quality improvement (QI) and the primary motivators for success should be assessed. This is due to the active participation of the board of directors and management, and the idea as a strategic decision is made with everyone’s consensus, thus ensuring it meets the hospital’s mission and vision. This paper provides an analysis of the current state of St. Matthew Hospital. It focuses on leadership engagement, change agility, strategic change initiatives, data gathering through brainstorming, and using tools such as future-perfect thinking and infinity charts for decision-making: Approaching QI Strategic Plan Analysis of Current State Report.

Importance of the Board of Directors and Management Involvement

An organization and its board of directors and management must be heavily involved in developing its mission, particularly to address strategic, operational, and community concerns. The leadership offers strategic direction and a systems structure that provides cohesion and responsibility at the organizational level (Singh et al., 2023). The board educates everyone about quality by setting and communicating the mission while management operationalizes this vision into actionable strategies and practices.

This means that the mission is helpful to the stakeholders’ needs and wants and appropriate to the organization and that the organization is sustainable and is placed in the right place in the market. At St. Matthew Hospital, such involvement is used in formulating general strategic frameworks that address quality and future outcomes.

Change Agility

Change agility, therefore, means how an organization or a person perceives flexibility and speed with which one adapts to and initiates change in environment, objectives, and approaches. Change agility goes further past the details of change detail by describing what change is, identifying it before it happens, overseeing it once it has happened, and sustaining change.

In organizations such as St. Matthew Hospital, change agility is crucial in handling issues concerning patients’ change, rules, regulations, and general market conditions. This means having knowledge of process, product, and service delivery so that teams can adjust working modes without compromising standards and operations. It maintains a sustainable improvement and provides the competitiveness required to succeed.

Need for Strategic Change in the Hospital

Strategic change is required for St. Matthew Hospital to respond to the gradually emerging demands of patients, other developments in the hospital, and pressures in terms of financial and regulatory requirements. First, the flexibility to achieve such changes relates to the competition adjustment. For this reason, it is critical to sustain the hospital to deliver high-quality health to its clients and meet patients’ demands.

Second, accepting new technological advancements promotes a smooth running of the hospital to modernize the practice and deliver on patient needs (Nikhil Sagare et al., 2023). Finally, strategic change is called for to address more issues, including the sustainability of costs and, more importantly, contending with the system and continuous changes in regulations suitable for healthcare organizations.

Sources for Healthcare Business Research and Competitor Analysis Information

Relevant sources for healthcare business research for St. Matthew Hospital include the American Hospital Association (AHA), which covers trends in the industry and hospital performance measurement; the Healthcare Cost and Utilization Project (HCUP) to get information about patient care processes and results and Centers for Medicare and Medicaid Services (CMS) for data on changes in regulation and reimbursement. Regarding competitor analysis, local health system reports provide information about competitive structures of healthcare services in particular regions. At the same time, hospital consumer assessment tools can measure customer satisfaction and the quality of competitors’ services (Ehsan Khanmohammadi et al., 2023). In addition, professional market research firms such as IBISWorld specialize in providing business information, including competitor analysis within the healthcare industry.

Purpose and Efficacy of Brainstorming in Data Collection and Decision-Making

Brainstorming is a vital tool in data collection and decision-making in strategic planning as it entices creativity and innovation of diverse ideas and insights from multiple perspectives. When applying the strategic approach at St. Matthew Hospital, brainstorming assists in collecting ideas from the various stakeholders, including the management, employees, and patients, the implication being that many issues and prospects may be identified.

The efficacy of brainstorming means coming up with as many different ideas as possible in the least amount of time, which can be further analyzed and refined, ultimately leading to more informed and effective decisions(Groß et al., 2024). Brainstorming sessions break down barriers while encouraging individuals to actively discuss problems and concerns and how resources can be best leveraged to achieve organizational goals proactively and with great foresight to new configurations.

Ground Rules for Brainstorming in a Team

To conduct a good brainstorming session or mind mapping, it is necessary to agree upon specific rules for the problem discussion between participants. Any participant should be comfortable bringing out their idea without the feeling that it will be criticized, and out of the many ideas that are coming up, ensure that none of them are considered out of place. Remarks, vague, or adverse comments should not be allowed in the idea-generation process to provide creativity. By listening carefully and attentively, every team member honors others’ ideas and tries to extend them further if possible.

To be concise, suggestions should be related to the topic, and the team should be directed to keep working without the hegemonic presence of some team members or ideas. Last, there should be a purpose for the focus group session so that the team in the focus group has to aim at achieving the same goal; for example, the goal may be generating solutions for a specific problem or searching for prospective strategic opportunities.

Benefits of Future-Perfect Thinking in Organizational Change

Future-perfect thinking offers several critical benefits in organizational change. First, it facilitates constructing a clear and persuasive goal for the organization to develop, which minimizes the chances of discouraging its employees. Future-perfect thinking encourages proactive problem-solving since it concentrates on solutions and corresponding techniques to support an organization’s vision, such that the instances that may lead to problems have been remedied (Steketee & Harden, 2024). Finally, future-perfect thinking provides an outlook for learning and positive change.

It focuses the organization’s attention on thinking beyond the present-state constraints and seeking modifications rather than just being changed. This forward-thinking approach would contribute to the improvement of organizational performance, as evidenced by an effort made by St. Matthew Hospital to increase competition and flexibility in the health sector.

Role of Infinity Charts in Planning and Decision-Making

Infinity charts can be used in planning and decision-making processes since they give a graphical view of the current status, trends, patterns, and relations of various manageable resources and products in extensive data. They enable the definitive of long-running patterns, which help make future forecasts and every decision-maker’s means to make sound decisions. Infinity charts allow one to analyze several options and consider trends indicating the possibility of various decisions’ influence in the future, therefore helping in planning. Lastly, they create a culture of performance measurement that enables an organization such as St. Matthew Hospital to have real-time data to show the effectiveness of the measures that have been put in the long-term strategy.

Conclusion

In conclusion, authentic leadership, management involvement, and understanding of mission, flexibility, and positioning are the primary strategies for strategic planning of a healthcare hospital. Employing brainstorming, future-perfect thinking, and tools like infinity charts improve the decision-making process and promote more innovation. Such approaches, together with research-based information and certain levels of competition analysis, will enable St. Matthew Hospital to operate effectively and harmoniously with emerging healthcare requirements. Through successful implementation of change agility and readiness, the hospital can meet the challenges of change when they arise since there will be continuous improvement to enhance operational performance that enables sustainable growth.

References

Ehsan Khanmohammadi, Hamidreza Talaie, & Azizi, M. (2023). A healthcare service quality assessment model using a fuzzy best-worst method with application to hospitals with in-patient services. Healthcare Analytics, 4, 100241–100241. https://doi.org/10.1016/j.health.2023.100241

Groß, S., Grisold, T., Mendling, J., & Haase, J. (2024). Idea generation in exploitative and explorative business process redesign techniques. Information Systems and E-Business Management. https://doi.org/10.1007/s10257-024-00684-0

Nikhil Sagare, Bankar, N. J., Shivani Shahu, & Bandre, G. R. (2023). Transforming Healthcare: The Revolutionary Benefits of Cashless Healthcare Services. Cureus. https://doi.org/10.7759/cureus.50971

Singh, A., Lim, W. M., Jha, S., Kumar, S., & Ciasullo, M. V. (2023). The state of the art of strategic leadership. Journal of Business Research, 158(1), 113676. https://doi.org/10.1016/j.jbusres.2023.113676

Steketee, A. M., & Harden, S. M. (2024). Einstein’s Combinatory Play: A Promising Practice for Creativity and Well-Being Among Public Health Professionals. Public Health in Practice, 100546–100546. https://doi.org/10.1016/j.puhip.2024.100546

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Unit 1 – Individual Project (140 points)

Due: Tue, Nov 26 |Printer Friendly Version

Description

You will create this assignment following the Assignment Detail instructions below.

Review the tutorial How to Submit an Individual Project.

Assignment Details

For the next 5 weeks, you will have a project that will begin in Unit 1, continue through all units, and end in Unit 5. Your discussion and project will be connected each week, so you must complete your discussion work on time.

The following is a schedule of each week’s deliverables:

Unit #	Topics
Unit 1	Approaching quality improvement (QI) strategic analysis of the current state
Unit 2	Broad collaborative strategic map
Unit 3	Focused strategic planning (analysis)
Unit 4	Integrative analysis for effective management
Unit 5	Strategy development

Based on the contract, you have decided to start your work and have scheduled a meeting with the overall management of St. Matthew Hospital, including the Board of Directors. Your consultancy team wants their staff input to help formulate a broad strategic initiative that comprises all aspects of the operation. Your team had conducted a preliminary healthcare business market analysis and had collected some business intelligence that would help define your strategic position and give you a competitive advantage.

At the end of the meeting, the Board wants you to prepare a report, which you have titled, Approaching QI Strategic Plan Analysis of Current State Report. Address the following:

• Importance of the Board of Directors and management involvement in the formation of the organization’s mission
• Your understanding of change agility.
• The need for strategic change in the hospital
• Relevant sources for healthcare business research and competitor analysis information
• The purpose and efficacy of brainstorming in data collection and decision making in strategic planning
• Ground rules you would lay for brainstorming in a team
• Benefits of future-perfect thinking in organizational change
• Role of infinity charts to help in planning and decision making

Deliverable Requirements

For Part 1, your Approaching QI Strategic Plan Analysis of Current State Report should answer the bullet points above in at least 5 pages (Title and Reference page are not counted) and cite 5 sources in APA format.

Submitting your assignment in APA format means, at a minimum, you will need the following:

• Title page: Remember the running head. The title should be in all capitals.
• Length: 5 pages minimum
• Body: This begins on the page following the title page and must be double-spaced (be careful not to triple- or quadruple-space between paragraphs). The typeface should be 12-pt. Times Roman or 12-pt. Courier in regular black type. Do not use color, bold type, or italics, except as required for APA-level headings and references. The deliverable length of the body of your paper for this assignment is 5 pages. In-body academic citations to support your decisions and analysis are required. A variety of academic sources is encouraged.
• Reference page: References that align with your in-body academic sources are listed on the final page of your paper. The references must be in APA format using appropriate spacing, hanging indent, italics, and uppercase and lowercase usage as appropriate for the type of resource used. Remember, the Reference page is not a bibliography but a further listing of the abbreviated in-body citations used in the paper. Every referenced item must have a corresponding in-body citation.

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