Giving Voice to Values

Ms. Foley does not agree with this course of act and is experiencing internal conflicts where her loyalties to the chief executive officer are at war with her assessment of the situation. Compounding the situation are her concerns to the highest degree the stir this course of action would lose on the community and her family. 2. 0 enigma or Central Issue The central issue is Denies Foley disagreement with the Coos intercommunicate course of action regarding the future of the major regional hospital. 3. 0 Facts major(ip) Regional Hospital Weak pecuniary future could lead to its trade to for-profit institution Denies FoleyPromoted to Senior UP by new chief executive officer subsequently 45 days Feels assessment of contracted consultant is incorrect Disagrees with chief operating officer 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, unplowed him out of the analysis Agreed with consultant advisement, outperform course of action is to sell the hospital to a for-profit institution 4. Opinions affect of hospital sale to for-profit institution may lead to Hospital completion leaving immunity with one local provider/increased prices cut services, community (community service/charitable offerings) to counter hospital closure ground upon the assessment of the local governments past performance CEO/Consultant found upon a bleak financial future, the surmount course of action for the hospital is its sale to a for-profit institution. 5. 0 Legal Issues No legal issues remark 6. Discussion What are the main arguments Foley is trying to counter? That is, what are the reasons and rationalizations she unavoidably to address? Ms. Foley is trying to argue that the Coos session could be based upon amiss(p) 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 debate 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 thus take her information to the CEO. This would show who, if anyone, was manipulating numbers like she suspects, or kind of Just poor financial management by the COOP. So what should Foley do and say? I believe Ms.Foley should attack this issue on trine fronts. First she should look further into data that led to the consultants and subsequently the Coos recommendation. The following step would be to have a candid discussion with the CEO to inquire about any information she is not aware of and to a fault to address the concerns she has for the community and herself. Finally, she should research and evolve a contingency invention for her and her son. 7. 0 Alternative Solutions Ms. Foley withholds her opinion, supports the Coos 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 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 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 professorship 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 encounter between Ms. Foley and the CEO would be beneficial in discussing problem areas and executable solutions.