As you prepare for the first planning meeting, you collect your thoughts about the information needs of developing a plan for your department. What types of organizational evidence would be most helpful in this situation? What steps would you take to ensure that the organizational evidence is reliable, valid, and relevant? How would you leverage your organizational evidence to place your department in the best possible position?

You are the Director of a busy Respiratory Department at the local hospital with a staff of 60 under your direction. Your hospital has experienced falling patient admissions, declining government and insurance reimbursements, and increased competition. Senior Leadership has taken several measures to improve its financial position in a difficult market; introducing Lean quality methods to improve work processes and increase efficiency, retooling service lines, and partnering with physician groups.

For some time there have been rumors of a possible reduction in force (RIF). Today your AVP told you the RIF will take place, and she asked you to participate in the planning process. Planning is getting underway to evaluate the size of the RIF, including numbers of positions affected and which job classes and departments will be affected. The hospital is committed to transparency in the planning process and one of the key planning tasks will be to develop a communication approach to support all employees and keep them informed.

As you prepare for the first planning meeting, you collect your thoughts about the information needs of developing a plan for your department. What types of organizational evidence would be most helpful in this situation? What steps would you take to ensure that the organizational evidence is reliable, valid, and relevant? How would you leverage your organizational evidence to place your department in the best possible position?

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