Giving Voice to Values

Ms. Foley does non agree with this class of swear come on and is experiencing versed conflicts where her loyalties to the chief executive officer ar at warf are with her sagacity of the situation. Compounding the situation are her concerns about the impact this course of action would commence on the community and her family. 2. 0 Problem or Central sheer The central fall out is Denies Foley disagreement with the Coos project course of action regarding the succeeding(a) of the major regional infirmary. 3. 0 Facts Major regional Hospital Weak pecuniary prospective could incline to its cut-rate sale to for-profit origin Denies FoleyPromoted to elder UP by new chief executive officer after 45 days Feels assessment of contracted consultant is incorrect Disagrees with chief executive officer about projected course of action, the sale of the hospital Fears adverse action to verbalize her opinion (I. E. , loss of Job, colleague, etc. ) chief executive officer Contracte d consultant to provide future financial out panorama of the hospital Lacked potency in the hospital chief operating officer, kept him out of the analysis Agreed with consultant advisement, opera hat course of action is to sell the hospital to a for-profit institution 4. Opinions Impact of hospital sale to for-profit institution may lead to Hospital closure leaving right with one local provider/ change magnitude prices Reduced services, community (community service/ kind-hearted offerings) to counter hospital closure base upon the assessment of the local governments past implementation CEO/Consultant Based upon a bleak financial future, the best course of action for the hospital is its sale to a for-profit institution. 5. 0 Legal Issues No profound issues noted 6. Discussion What are the important arguments Foley is trying to counter? That is, what are the reasons and rationalizations she take to quotation? Ms. Foley is trying to argue that the Coos session could be based u pon faulty randomness and that selling the hospital to a for-profit institution is not the best solution. She needs to do by her rationalization regarding the sale. Her fear of what she predicts the impact of the hospital sale appears to be the basis for her stance.What levers/arguments displace Foley use to check her own reason and motivation, and to influence the CEO, and how might they be apprised by an understanding of the biases to which Foley and her CEO are most vulnerable? Ms. Foley understructure question and obtain the financial records of both the coop and the contracted consultant and ampere them. She can then take her randomness to the CEO. This would delegate who, if anyone, was manipulating numbers like she suspects, or preferably Just poor financial wariness by the henhouse. So what should Foley do and ordinate? I believe Ms.Foley should attack this issue on three fronts. First she should look further into data that led to the consultants and afterward the Coos recommendation. The next step would be to hire a candid discussion with the CEO to inquire about any information she is not aware of and also to address the concerns she has for the community and herself. Finally, she should research and evolve a contingency plan for her and her son. 7. 0 alternate(a) Solutions Ms. Foley withholds her opinion, supports the Coos decision and researches other employment opportunities as a contingency plan.Confer with COOP and make out comparative analysis between his financial projections and the contracted consultants. She could then base her concomitant/non-concurrence with the Coos concerns The CEO could have kept Ms. Foley in the loop regarding his actions and projected plans for the future of the company. He also could have utilized the COOP of the company and compared the data with the outside consultant. His actions reason a lack of trust in the COOP and in Ms. Foley for not including her in the process.If he were open from the st art, perhaps she could have focused more on overture up with a solution, than wasting era worrying about what ifs. 8. 0 good word I feel that since Ms. Foley was promoted to Senior ungodliness President and COO by the CEO himself, he respects her and her Judgment. He would be willing to hear what she has to say, especially if she has records to bottom up her suspicions. A meeting between Ms. Foley and the CEO would be beneficial in discussing problem areas and possible solutions.