PSY 613 Mod 3 case study.docx -Snhu

Introduction The Bay Area Medical Center developed an array of issues that started internally that resulted in the medical staff’s lack of trust for the leading administration. Unfortunately, it reflected in the delivery of BAMC’s product and services. Negative feedback from the staff, customers, media and county board was a direct result of the lack of trust the personnel had in the company and the lack of self-awareness the company had of their performance. The company was not connecting to the community and therefore could not operate at the standard needed to meet the needs of the community. Once BAMC stopped meeting community needs, it made it easy for competition to take advantage of the opportunity.

PSY 613 Mod 3 case study.docx -Snhu

Transparency in communication with all stakeholders was missing. Correcting communication issues and bridging communication between medical staff, county boards and the community was an imperative step. Olson was able to take a step back to look at the problems so that he could face them head on. Making communication consistent, open and honest was the key. Often businesses indicate the importance of communication but it is one sided. Communication requires connection and effective listening. Olson applied a series of strategies to BAMC’s change plan that was due to both his personal leadership traits and by applying smart business practices to achieve the company’s goals.Reviewing the Case Study It was smart to use the surveys to gage how internal stakeholders viewed the company for which they worked. It indicated where the problems start; internally. The overall all view of BAMC went beyond the employees. There was also disappointment from the external.

PSY 613 Mod 3 case study.docx -Snhu

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