OT manager ch 19 quiz 3

Courtney et al. (1997) identified 4 levels of uncertainty, providing a framework that will lead to better decision making during planning:

1) clear-enough future, (2) alternate futures , (3) range of futures, (4) true uncertainty

the U.S. population is aging. In 2014, 15% of the total U.S. population was age 65 years or older. By 2030, the number of older Americans is expected to grow to nearly ___________- of the U.S. population

21%

Level ___ of uncertainy: indicate several possible outcomes exist. These 2 or 3 possible outcomes are clear and distinct, but it is impossible to predict which will occur.

ALTERNATE FUTURES

Inspirational motivation

Ability to inspire and motivate staff,

When determining whether a change will occur, it is important to assess the rationale for change

Are there external changes occurring that require organizational changes to continue to thrive in the market? Are there internal systems that need to be revised so the organization can continue to thrive?

Engaging Staff

Broad changes in the health care industry yield uncertainty in the work environment and can greatly affect employee engagement, alignment, and performance

Level 1 Uncertainty

CLEAR ENOUGH level of uncertainty, a single fore- seeable future is clearly enough defined to develop a strategy. It is impossible to know all variables in decision making, but this level forecasts a single option for the future after research is completed.

First-level leadership (i.e., front-line leadership, or direct leaders of patient care employees) is critical to the transformational process. More positive first-level leadership is associated with more positive provider attitudes toward

EBP

Steps to traditional methods of planning

Examining where the company or organization is now . ■ Considering where the company or organization wants to be . ■ Developing a plan: • Deciding on steps needed to achieve the plan, • Fitting the plan into a traditionally identified timeframe (e.g., 5 years), and • Identifying barriers. ■ Implementing the plan. ■ Measuring outcomes . ■ Adjusting the plan as needed

Degree to which leaders act confidently, and instill pride, respect, values, beliefs, and a strong sense of purpose

Idealized influence:

Ability to stimulate thinking and accept different ideas or perspectives

Intellectual stimulation:

Strategies should be implemented accordingly and monitored. If the developed strategies do not produce the intended outcome, alternative strategies should be implemented. Implemented strategies that prove to be successful should continue to be monitored for sustainability.

LEVEL 2

This level of uncertainty in health care has rarely existed in the past but is being seen more frequently. The utilization of robotics is becoming more prevalent in the field of physi- cal medicine as it theoretically offers more precise movement patterns and more repetitions required for progress

LEVEL 4

multiple and constantly emerging technologies combine to develop artificial intelligence. There are vast uncertainties about how to implement, disseminate, and regulate such technologi

LEVEL 4 TRUE UNCERTANITY

Within this level of uncertainty, so many variables and potential out- comes exist that no one can predict what changes are likely to occur and what their effects might be.

LEVEL 4; TRUE UNCERTAINITY

s a key strategy to reduce employee uncertainty during times of change

Managers openly and transparently communicating with staff

When managing during times of uncertainty, using well- researched information from reputable sources is imperative because it adds to a sense of security and verification

Research and info gathering

the process of deciding what objectives to pursue during a future time period and what to do to achieve those objectives

Strategic planning

In Level 4 multiple variables interact to create a future that is truly unpredictable

TRUE UNCERTAINITY

Lean Six Sigma philosophy provides

a data-driven methodical approach to enhancing performance.

The establishment of defined metrics associated with the strategic plan provides

a mechanism to evaluate the efficacy of implemented tactics. D

As Jiang and Probst (2014) illustrated in a study on organization communication, effective communication serves as

a useful strategy to minimize stress associated with uncertainty.

full-range leadership model is

a validated approach offering a blend of leadership styles to support and sustain change within an organization

During the planning process, thorough information gathering and being

able to disseminate needed information will help guide plans.

TRANSACTIONAl leadership is the degree to which a manager focuses on the processes involved in

achievement through use of quality standards, incentives, and rewards. This type of leadership also penalizes negative performance when necessary.

understand staff perceptions

build a strong strategic plan during uncertainty, managers must carefully explore employees' concerns about their futures in the organization, their sense of how an uncertain situation arose, and the impact it will have on themselves and the organization as a whole

Strategic planning is influenced

by an organization's culture, leaders, size, activities, mission and vision, and degree of urgency felt for change (Strickland, 2010). Managers must plan even when uncertainty pervades.

When approaching this change, an understanding of how change will continue to occur through the planning process is important. This constant change must be expected and embraced during the planning process

determining rationale

model identifies essential leadership behaviors within 2 primary dimensions: (1) transformational and (2) transactional. Both forms of leadership are required of managers when supporting organizational change.

full range leadership models

Example of level 1 uncertainty

if an occupational therapy manager is experiencing a high level of turnover in the department, should the manager develop better communication skills? Is there a problem with the salary or benefits package? Are therapists not properly trained and provided with orientation to department policies and procedures? After examining all of these scenarios, the manager can develop a strategy to improve retention in the department

___________ consideration: Appreciation of each staff member's contributions and needs,

individualized

transformational leadership 4 component influence organizational change and have been shown to lead to positive behaviors in organization

individualized consideration: 2. Intellectual stimulation: 3. Inspirational motivation: 4. Idealized influence:

Transformational leadership is the degree to which a leader can

inspire and motivate others to follow an ideal or a particular course of action

Two-way communication

is critical when discussing the upcoming changes in an organization

Participation in decision making (PDM)

is the process by which influence or decision-making is shared between supervisors and employee

This type of uncertainty is often seen when working through potential regulatory or re- imbursement change

level 2 ALTERNATE FUTURES

Organizations looking to expand services into a new geo- graphic area or health care environment often face this level of uncertainty.

level 3 range of futures

mission describes the organization's

long- term purpose and role

having a clear mission and vision statement is particularly important during periods of uncertainty because these statements are designed to describe the organization's

long-term purpose and role and therefore represent 1 of the most basic and fundamental certainties of the organization.

answers the question, Why does the organization exist?

mission

Using transactional leadership, the approach emphasizes "lean" processes for eliminating waste and ensuring added value and processes for reducing variation in service delivery. This 5-step process (define, measure, analyze, improve, control) allows an organization to better understand current processes, identify opportunities for improvement, and use data to objectively measure the effects

of imposing change. Lean Six Sigma is a pragmatic approach that attempts to reduce variation in the delivery of services by eliminating waste and defects while establishing more effective processe

The vision answers the question, Where is the

organization going?

LEVEL 3 of uncertanity: _________________indicates that there is a continuum of pos- sibilities for the future. Unlike Level 2 in which distinct op- tions exist, Level 3 includes a range of future possibilities

range of futures

in times of uncertainty, the planning process must consider how the organization can more rapidly take in and process information, adjust assumptions, build models, and

recalculate expectations.

Proper planning and inclusion of employees in part of the decision-making process will help

reduce stress and anxiety regarding upcoming change

For example, actions like monitoring local markets, considering new regulations, exploring new service delivery models and technologies, and learning from competitors while remaining true to the organization's mission and vision can demonstrate how the organization is invested in solving problems

research and info gathering

when the organization acknowledges that it is less knowledgeable on crucial issues, it provides

some assurance to stakeholders that it is actively engaged in information gathering to solve the problem.

_____________planning is a key method for managing uncertainty because it allows the occupational therapy managers and practitioners to emphasize the more reliable aspects of an organization and its programs

strategic

Bordia et al. (2004) showed that management communication reduces strategic uncertainty. To reduce structural and job-related uncertainty, it is imperative

to fully integrate PDM and 2-way communication.

To plan at Level 3 uncertainty, managers must predict distinct futures that are the most likely to occur within the range of options. To accomplish this, managers can use planning strategies used in Levels 1 and 2 decision making for each identified probable option.

true

strategic planning sets a reasonable timeline and takes into account what it is likely to be achieved under the uncertain conditions.

true

transformational leadership is important for developing a climate for innovation and positive attitudes toward evidence-based practice during change implementation initiatives

true

United States spent ___________-as much on health care services than countries such as Canada, the United Kingdom, and Japan while achieving worse health and access outcome

twice

From an organizational standpoint, this definition reflects operational and clinical decisions and the unknowns that can be imposed by external factors, such as third-party payers or regulatory bodie

uncertanity

describes a projection toward the organization's desired future.

vision

Uncertainty

"dynamic state in which there is a perception of being unable to assign probabilities to outcomes"

Rather than develop a strategic plan in the traditional linear fashion, ot managers may need to use a ______________________, which allows for regularly refreshing the plan as uncertainties continue to develop and until a more certain path can be identified

"rolling" strategic planning process