Giving Voice to Values

Ms. Foley does not agree with this course of action and is experiencing internal conflicts where her loyalties to the CEO are at war with her assessment of the situation. Compounding the situation are her concerns about the impact this course of action would have on the community and her family. 2. 0 Problem or Central Issue: The central issue is Denies Foley disagreement with the Coo’s projected course of action regarding the future of the major regional hospital. 3. 0 Facts: Major Regional Hospital Weak financial future could lead to its sale to for-profit institution Denies Foley
Promoted to Senior UP by new CEO after 45 days Feels assessment of contracted consultant is incorrect Disagrees with CEO about projected course of action, the sale of the hospital Fears adverse action to voicing her opinion (I. E. , loss of Job, colleague, etc. ) CEO Contracted consultant to provide future financial outlook of the hospital Lacked confidence in the hospital CEO, kept him out of the analysis Agreed with consultant advisement, best 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 immunity with one local provider/increased prices Reduced services, community (community service/charitable offerings) to counter hospital closure based upon the assessment of the local government’s past performance 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 legal issues noted 6. Discussion: What are the main arguments Foley is trying to counter? That is, what are the reasons and rationalizations she needs to address? Ms. Foley is trying to argue that the Coos session could be based upon faulty information and that selling the hospital to a for-profit institution is not the best solution. She needs to address 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 can Foley use to check her own reasoning and motivation, and to influence the CEO, and how might they be informed by an understanding of the biases to which Foley and her CEO are most vulnerable? Ms. Foley can research and obtain the financial records of both the COOP and the contracted consultant and ampere them. She can then take her information to the CEO. This would show who, if anyone, was manipulating numbers like she suspects, or rather Just poor financial management by the COOP. So what should Foley do and say? I believe Ms.

Foley should attack this issue on three fronts. First she should look further into data that led to the consultants and subsequently the Coos recommendation. The next step would be to have 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 Alternative Solutions: Ms. Foley withholds her opinion, supports the Coo’s decision and researches other employment opportunities as a contingency plan.
Confer with COOP and conduct comparative analysis between his financial projections and the contracted consultants. She could then base her concurrence/non-concurrence with the Coo’s 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 demonstrate a lack of trust in the COOP and in Ms. Foley for not including her in the process.
If he were open from the start, perhaps she could have focused more on coming up with a solution, than wasting time worrying about “what ifs”. 8. 0 Recommendation I feel that since Ms. Foley was promoted to Senior Vice 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 back up her suspicions. A meeting between Ms. Foley and the CEO would be beneficial in discussing problem areas and possible solutions.

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