Case 47: A New Look

Published by James Taylor

Stakeholder	Stake (Interest)	Reaction
Patients	The primary interest of the patients is the inclusion of surgeons with mild professionalism in health activities not necessarily intercepts. Similarly, another community hospital is necessary with the same facilities and closer to people.	Less enthusiastic and discouraged about the new change and hope for further consideration before the difference is put into practice (Hersh, 2018). For example, instead of introducing a new community hospital the premise should remain focused on the issue of insurance liabilities.
Northside Community Hospital	Interested in the issue of insurance liability. They are also interested in coming up with another hospital. Plastic surgery to replace the cosmetic surgery which was new in the field.	The Northside community were equally discouraged about the insurance liability issue and the coming up with the new hospital in the area. However, the introduction of plastic surgery and North City Aesthetic was much welcomed.
Other plastic surgeons in town	They were interested in the overhead costs which are associated with the practices, which was very high.	Less enthusiastic about the change and they reminded Dr Cooke that they are not intercepts to be included in the shift
Local and Regional competitors	Interested in providing extensive surgical procedures. Also interested in how patients pay for their services.	They were very discouraged about the new change and viewed it as a way of detaching them from the quality health services patients usually receive.
After Surgery Care Providers	Interested in ensuring that the whole procedure is successful and the patient has received all the necessary attention during the process	Discouraged and felt defeated. The new change will alter the functionality and render them useless.
Most influential stakeholder in the new proposed change is other plastic surgeons in town.		This because the change will be available for several people who are affected by disfigurement as the surgeon are readily available to help them fix the situation (Browning, Torain, and Patterson, 2016). Additionally, the stakeholder has mild attention of recommendations for referrals making it easily absorbed when the need arises.

References

Browning, H. W., Torain, D. J., and Patterson, T. E. (2016).Collaborative Healthcare Leadership: A Six-Part Model for Adapting and Thriving during A Time of Transformative Change. Center for Creative Leadership (White Paper)

Hersh, E. (2018, March 15).Leading Through the Complexity of Health Care Change. Retrieved from https://www.hsph.harvard.edu/ecpe/leading-complexity-health-care-change/

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