Full Answer Section

Analysis of the Organization Using Bolman & Deal’s Frames

Structural Frame

The hospital is a large, complex organization with a hierarchical structure. There are multiple levels of management, and there are many different departments and units. This structure can make it difficult for information to flow freely throughout the organization, and it can also create silos between different departments.

Human Resource Frame

The hospital has a large workforce of nurses, doctors, and other healthcare professionals. The organization is committed to providing its employees with training and development opportunities, but it can be difficult to retain staff in such a demanding work environment.

Political Frame

The hospital is governed by a board of directors, which is responsible for setting the organization’s strategic direction. The board also appoints the hospital’s CEO, who is responsible for managing the day-to-day operations of the organization.

Symbolic Frame

The hospital has a strong culture of patient safety and quality care. The organization also values teamwork and collaboration.

Analysis of the Organization’s Fallacies

Blaming People

One of the most common fallacies in healthcare organizations is blaming people for problems. This fallacy is often used when there is a patient safety event or a medical error. When a problem occurs, it is easy to point to the individual who made the mistake, rather than looking at the underlying systems and processes that may have contributed to the problem.

Blaming the Bureaucracy

Another common fallacy in healthcare organizations is blaming the bureaucracy. This fallacy is often used when there is a delay in care or when a patient is frustrated with the organization’s policies and procedures. When a problem occurs, it is easy to blame the bureaucracy, rather than looking at the specific policies and procedures that are causing the problem.

Thirsting for Power

Some healthcare organizations are driven by a thirst for power, which can lead to a number of problems. For example, organizations that are focused on power may be more likely to engage in unethical practices, such as overcharging patients or denying them care.

Integration of Outside Articles

The following articles provide additional insights into the fallacies that can occur in healthcare organizations:

• “The Blaming Game in Healthcare: Why We Need to Stop Pointing Fingers and Start Finding Solutions” by Peter Pronovost and Emily Thomas (2016)
• “The Perils of Blaming the Bureaucracy in Healthcare” by David Mechanic (2018)
• “The Dark Side of Power in Healthcare” by Ezekiel Emanuel (2019)

Conclusion

Bolman & Deal’s four frames provide a useful framework for analyzing the functioning and behavior of healthcare organizations. By understanding the common fallacies that can occur in these organizations, we can work to create a more effective and patient-centered healthcare system.