Reference no: EM133821201

Instruction:

Course Objective for Assignment:

Question: Relate strategic management principles and decision logic to current complex health care management challenges and formulate effective solutions.

Review: Evidence-based Decision Making in Healthcare PPT

Complete Step 3, 4, and 5. PP.# 27-38 from the eBook - Good Organizational Decisions: ethical decision making toolkit for Leaders and Policy Makers.

Step 3 - Select the Key Questions

In this step we define the problem and specify exactly what question we are trying to answer.

1 Determine the problem(s) the group is working to solve.
The question you ask will determine the type and scope of answer you get
You want to ensure that the group is working on the same problem and asking the best question to help solve that problem
A sense of the key question will arise from discussions with the requester of the process. You want to confirm and refine this with the shared work team

2 Listeach suggestion as a possible question thatthegroup might tackle.

3 For each ask, "if we get an answer to this question, will it provide sufficient direction for us to deal with the problem?"

4 Notice if there are specific smaller questions that are part of a key question and organize these together.

5 Select a key question from the list.
Many questions will present themselves; the challenge is choosing which should be addressed in the time available

6 Do not get hung up on this step.
The articulation of the problem may evolve with further discussion of the facts
Get enough of a shared understanding to move forward and set the expectation you will revisit this as you move through the process

Step 4 - Look at the Evidence

This step is where we examine decision team members' understanding of the facts.

1 Using the worksheet, describe:
What we know for sure about the context
The evidence we have to base this on
The information that is missing, but that we can find out (and who will do this research)
The information that is missing, that we probably cannot know

2 Develop a shared understanding of the context, including areas that may be unsettled or controversial.

3 Discuss the evidence:
Is there agreement about the sources of evidence?
Is there agreement about how this evidence is interpreted?

4 Ask specifically if there are any assumptions people believe are contentious or unclear and make these explicit.

5 Identify the source(s) of disagreement and explore whether consensus is possible.

Step 5 - Look at the Evidence

Consider What's Important

In this step we describe in detail exactly what is important to us in the issue and what we want to ensure our solution addresses. We move from discussing the world we currently see, to the world we want.

1 Brainstorm everything that the decision should live up to (worksheet on page 37).
Ask people to offer full ideas in answering the Key Question established in Step 3: "Whatever our answer, it is important that...".
List all considerations regardless of degree of importance.

2 Prioritize the list. (See techniques for prioritizing value statements on next page.)

3 Review the list and confirm the prioritization. Get It Done Now!

4 Discuss the justification for the prioritization: why is it reasonable to prioritize and balance in this way?

5 Identify values about which there was disagreement and discuss how to address these.

The resulting list will be the criteria against which the quality of different options will be judged.