1
Assignment 1 Part Two: Leadership Analysis Case Scenario
Name
Affiliation
Course Unit: Course Name
Instructor
Date
, 2
Assignment 1 Part Two: Leadership Analysis Case Scenario
Background
While the following case study is simulated, it reflects a failure in both leadership and
team management. In the simulated case, a 300-bed care facility attempted to implement a
change by replacing the existing suture brand with a more cost-effective alternative. The
initiative was spearheaded by the management. According to the management, the core reason
that the management sought to change the suture brand was to cut costs and standardize the
sutures that were being used at the hospital. However, the change met significant resistance
among cardiothoracic surgeons.
What Went Well
The management had good intent by changing the suture brand. They felt that with the
change, the hospital would improve efficiency by reducing costs. The management
acknowledged that the costs of care were rising at the hospital, and therefore, by changing the
suture brand, they could save costs, given that the cost of care at the time was increasing. The
management also acknowledged that there were sentiments that indicated that the cardiothoracic
surgeons would be unwilling to accept the change. Indeed, according to some transcripts, the
management accepted that there were sentiments about the importance of being precise and
technical about sutures. Lastly, the management referenced external benchmarks about the brand
of sutures that they would be using. While the evidence did not have contextual alignment, they
had conducted research and were aware that the brand of sutures would function the same way as
the brand that was currently being used before the change.
What Went Wrong
The resistance to change emerged from several factors. First, the surgeons, who were
directly affected by the change, were not meaningfully included in decision-making, indicating
Assignment 1 Part Two: Leadership Analysis Case Scenario
Name
Affiliation
Course Unit: Course Name
Instructor
Date
, 2
Assignment 1 Part Two: Leadership Analysis Case Scenario
Background
While the following case study is simulated, it reflects a failure in both leadership and
team management. In the simulated case, a 300-bed care facility attempted to implement a
change by replacing the existing suture brand with a more cost-effective alternative. The
initiative was spearheaded by the management. According to the management, the core reason
that the management sought to change the suture brand was to cut costs and standardize the
sutures that were being used at the hospital. However, the change met significant resistance
among cardiothoracic surgeons.
What Went Well
The management had good intent by changing the suture brand. They felt that with the
change, the hospital would improve efficiency by reducing costs. The management
acknowledged that the costs of care were rising at the hospital, and therefore, by changing the
suture brand, they could save costs, given that the cost of care at the time was increasing. The
management also acknowledged that there were sentiments that indicated that the cardiothoracic
surgeons would be unwilling to accept the change. Indeed, according to some transcripts, the
management accepted that there were sentiments about the importance of being precise and
technical about sutures. Lastly, the management referenced external benchmarks about the brand
of sutures that they would be using. While the evidence did not have contextual alignment, they
had conducted research and were aware that the brand of sutures would function the same way as
the brand that was currently being used before the change.
What Went Wrong
The resistance to change emerged from several factors. First, the surgeons, who were
directly affected by the change, were not meaningfully included in decision-making, indicating
