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    The Value of Transparency

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    DataScientistGirl
    The document discusses the value of transparency and accountability in organizations during times of change. It notes $50 million in losses during a failed hospital merger and the need for a recovery plan that included layoffs, an employee feedback system, and increased transparency. The director of a hospital credits transparency with strengthening accountability. The document advocates for quality decisions, shared ownership, and motivating employees by understanding what drives them.

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    The Value of Transparency

    Uploaded by

    DataScientistGirl
    17 views13 pages
    The document discusses the value of transparency and accountability in organizations during times of change. It notes $50 million in losses during a failed hospital merger and the need for a recovery plan that included layoffs, an employee feedback system, and increased transparency. The director of a hospital credits transparency with strengthening accountability. The document advocates for quality decisions, shared ownership, and motivating employees by understanding what drives them.

    Original Description:

    Case Study of Beth Israel Deaconess Merger

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    The document discusses the value of transparency and accountability in organizations during times of change. It notes $50 million in losses during a failed hospital merger and the need for a recovery plan that included layoffs, an employee feedback system, and increased transparency. The director of a hospital credits transparency with strengthening accountability. The document advocates for quality decisions, shared ownership, and motivating employees by understanding what drives them.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    Download as pptx, pdf, or txt
    17 views13 pages

    The Value of Transparency

    Uploaded by

    DataScientistGirl
    The document discusses the value of transparency and accountability in organizations during times of change. It notes $50 million in losses during a failed hospital merger and the need for a recovery plan that included layoffs, an employee feedback system, and increased transparency. The director of a hospital credits transparency with strengthening accountability. The document advocates for quality decisions, shared ownership, and motivating employees by understanding what drives them.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    Download as pptx, pdf, or txt
    of 13

    The value of transparency

    The heart beat for change

    THE MERGER

    A VISION turned NIGHTMARE

    BIDMC

    $ 50 million in losses

    I think he has an amazing track record of being able to accomplish huge, complicated tasks in a short amount of time,
    Thomas P. Glynn, COO of Partners HealthCare System Inc.

    I Cant Change

    First Step.
    E-mail Sale for-profit
    Lay-offs Feedback system Hunter report

    Recovery Plan
    Blog

    Accountability

    We have an environment of accountability here and transparency helped to strengthen the theme of accountability
    Kathleen Murray, Director of Performance Assessment and Regulatory Compliance, BIDMC.

    Making decisions the right way


    Quality decisions
    More solutions Shared ownership
    (Lepsinger,2011)

    The lesson..

    People have an innate curiosity and to drive to learn, create and to be a part of something that is larger than their interest (Pokorny, 2013)

    Questions??

    Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail. Boston, MA: Harvard Business Review. Lepsinger, R. (2011). The Execution Solution: Five secrets of companies that constantly achieve Results. Employment Relations Today, 37(4), 53-58. Pokorny, M. (2013). Getting to Know Your Employees and What Motivates Them. Employment Relations Today. 39(4), 45-52. Sen, N. (2013). Swarm Behavior- An intelligent tool is tackling challenges. Advances in Management, 6(10), 20-23.

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