attachments
Part1:
Watch the video “
Approaching Your Employer to Talk About Your Capstone
.”
(ADDED TRANSCRIPT FOR 3MIN VIDEO)
Write a 700-word summary report detailing how you believe the MHA program, and what you expect to gain from it, benefits your current position and future growth within your organization. Plagiarism should only be 20% to account for references. Do not use quotes. Copying and pasting quotes do not allow you to learn the material. Write information in your own words.
Identify the structural, behavioral, and intersectional (relationship) attributes of your current or most recent employer’s organization.
Create a detailed systems thinking diagram that maps the stock, inflows, outflows, and feedback loops of your organization.
Explain your diagram within your summary.
Cite 3 reputable references to support the contents of your letter (e.g., trade or industry publications, government or agency websites, scholarly works, or other sources of similar quality).
Submit your assignment. You do not need to put this assignment into APA formatting.
Part 2:
The YouTube™ video “Systems Thinking and Evaluation” provides an example of how complex problems can be better analyzed when applying a system thinking perspective.
It’s the very first video that appears when you type in, Systems Thinking and Evaluation. The video is by Kylie Hutchinson
Due Thursday 2/17/2022
Write a 175- to 265-word response to the following:
In one sentence, how would you explain systems thinking to someone who has not heard of this concept?
Provide one example of how systems thinking can be applied to affect positive outcomes.
Due Sunday
Read and respond to at least two of your classmates’ discussion posts. Be constructive and professional with your thoughts, feedback, or suggestions. Do not merely agree or disagree, carry the conversation forward. 150 word minimum per response.
Please make sure your all your posts are original and not copied/plagiarized (don’t use quotes). We need to read your thoughts, not someone else’s. Make sure your posts are on topic.
R1:
I would explain system thinking as taking a step back to grasp the whole picture instead of focusing in on one part. In the clinical laboratory we have different departments all striving to one end goal, getting results out efficiently and according to our standard operating procedures. If the patient specimen come in at an early time (courier), is process as soon as it gets to the lab (accessioner), prepare for the tests that is asked for (lab assistant), place on the instruments to receive lab results (lab technician) and results finalized and reported out ( supervisor/lab manager) then everyone has met the goal for each day. By applying systems thinking you are able to better understand the relationships between each department and the flow of work. Once that is done you can analyze other ways for the clinical lab to be more productive, where and if you need to add more employees to a specific department to get the job done, and if and when the lab can expand it’s test menu for more productivity.
R2:
I would start by emphasizing on systems thinking as a disciplined approach for examining problems more completely and accurately before acting because it allows us to ask better questions before jumping to conclusions. This approach includes the willingness to see a situation more fully, to recognize that we are interrelated, to acknowledge that there are often multiple interventions to a problem, and to champion interventions that may not be popular. This often involves moving from observing events or data, to identifying patterns of behavior overtime, to surfacing the underlying structures that drive those events and patterns. For instance, systems thinkers place importance on ‘synthesis’, the relationships between components and how they function as a whole. This has taught us that a system is a product of the interaction of its parts, not just the sum of its parts. For example if you take the car apart it is no longer a car, as it has lost its essential functions. It is the collective interactions of the parts that dictate system behaviour. Systems thinking habit clearly helps to understand important connections and encourages a wide perspective, rather than just a focus on specific events.
Approaching Your Employer to Talk About Your Capstone
Transcript:
– You begin the dialogue at the interview process where you’re sharing ideas and what you think about healthcare, and you’re explaining that you’re in a management program.
And in that management program, you start to develop an opinion about what’s right or wrong, or good operational or bad operational processes, and getting their feedback into that loop.
And in the context of that relationship over a two year period, you’re kind of laying the foundation and framework to say you would like to apply the advance that you’ve learned in this educational program and process to have a larger degree of influence, to affect good outcomes within the organization.
And I think employers and leaders, for the most part, respect staff that are self-developing and want to have a larger scope on the efficiency of a healthcare operation, to really be in alignment and agreement with the organizational strategic values.
So, by the time you hit your capstone project, you’ve had an opportunity to establish a relationship with your employer, that they begin to kind of– you are redefining your role.
So, there’s this thought process in the human resource world called job crafting, where somebody comes into a job and they develop a skillset that expands beyond what they were initially hired for.
So what they trained you has leveraged into this expanded role, which, pretty soon, they’re out-working the current position that they’re in, which is a healthy thing in a management environment, where you want to be seen as a leader.
And so you’ve spent two years, hopefully, job crafting yourself, by showing that you’ve learned additional skillsets, that you have an increased capacity for emotional intelligence, that you now understand the systemic issues affecting healthcare, and you’d like to leverage that into a project for the organization.
At this point, you’re kind of building capital with that leader, you’re developing relationships, so that you can use that capital to benefit the organization.
You’re leveraging the trust you have with a leader, that you’ll do the professional job.
In some contexts at the organization, people are going to have limited thought processes, and you might need to ask to do this after working hours.
In some organizations, they might say: “You’ve built up enough social capital in the organization to allow you to do it, while you’re being paid to do it.” Being paid to do it is ideal.
So, I think you can’t really begin thinking about your capstone project in the capstone class.
You really have to begin thinking about your capstone project when you begin the MIJ program.
And the framework and the foundation that needs to be built, of trust, with your leadership team, in order to for you to matriculate successfully to this capstone project and finish the six-week project with the organization, and for them to be impressed with not only the quality of the product you deliver, but the outcome that the process creates.
So ultimately they want to say: “Wow, you had this vision, and you achieved this vision.
You executed on it.” And they’re gonna begin to see you in a different perspective.
That’s the time for you to being that career narrative with your employer, to ask for the higher level of responsibility.
Look for the leadership job to matriculate into that role that you’ve always wanted.