Besides the existing conflict the hospital had a culture where hostile labour

Besides the existing conflict the hospital had a

This preview shows page 4 - 7 out of 14 pages.

Besides the existing conflict, the hospital had a culture where hostile labour relations were the norm and the staffs were becoming dissatisfied about their work. LPNs were engaged in
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5 limited scopes and were perceived as unqualified and needless members of the workforce. They lacked opportunities to prove their work and there was nobody to fight for their rights. The hospital’s internal systems were in disarray – partnerships were dysfunctional and labour relationships were not working. The above is only a summary of the organization’s history, and there are several first-hand accounts that depict the dysfunctional culture Cowan inherited. Despite the gravity of the matter, Cowan’s focus shifted to the hospital’s future, while readdressing the previous inadequacies. This two-sided tactic was challenging both professionally and personally for Cowan who faced attacks from every side – he appeared a lone seafarer in an ocean of aggressiveness and discontent. Discussion Change is difficult and cumbersome to implement. For Cowan, giving up on the need for change and innovativeness in the facility seemed like an easy option – attempt to repair the culture and concentrate only on current concerns. He never carried out exhaustive engagement surveys, hire expensive consultants, or issue new training programs. Rather, he was fixated on the future and present at the same time. He never reminisced on the past and only concentrated on the future and ways of making SMHC a better facility. He adopted four specific stratagems to effect including “getting in their face”; “offering to serve, rather than be served”; “weeding the garden”; and “giving the credit away.” The tactics are interwoven with servant leadership and offer evidence that genuine servant leaders might be the key to conjuring vital change in an organization. Forming coalitions is a critical component of positive turbulence, which is essential in triggering an innovation climate that accepts forward-moving change. Cowan forged coalitions via numerous discussions and interactions whether with antagonistic union leaders, angry
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6 residents or relatives, cynical leaders at CHR. His stratagem was to “get in their face.” Although the phrase appears adversarial, it is clear and intentional when looked into critically. Cowan never avoided his criticizers or foes; instead, he made it his duty to find them and talk to them to understand their sides ( Spears and Lawrence 2016). It is easy to hate a faceless person “over there,” a person sitting sharing a table with you. With time, these interactions changed combative relations to affable ones. In particular, Cowan purposely spent a lot of time talking to people and understanding what they needed ( Northouse 2018). He opted to know about them on a personal level – their families, interests, and difficulties. Instead of engaging in arguments, he would take time and listen to people’s negative views on the facility. After tiring themselves out with bitterness, Cowan would give a helping hand whenever he could. He never relied on rigid
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  • Spring '20
  • Test, Kevin Cowan

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