Case Study:

Mitchell Memorial Hospital is a 750-bed regional academic medical center in Ohio. Andy Prescott, Chief of the Cardiovascular Center, is reviewing the performance evaluations of his star vascular surgeon Ron Ventura.

The evaluations, the result of a 360-degree performance review cycle the hospital had recently put in place, were much more critical than he had anticipated. Ventura, with a national reputation as an accomplished vascular surgeon, had improved the vascular surgery practice enormously in his short tenure at Mitchell Memorial and generated much new case flow for the hospital. Ventura is also, as the evaluation packet made clear, sharp-tongued, impatient, and abrasive. Prescott knows that the Cardiovascular Center needs team players, but he also has a responsibility to improve the performance of the vascular surgery practice, and Ventura is critical to that effort.

Now Ventura's contract is up for renewal. Although Prescott recruited Ventura and gave strong support in his first months, other surgeons are now considering leaving the hospital, HR is getting complaints from the nursing staff and the residency programs, and many point to Ventura's behavior as the cause.

Prescott wonders whether Ventura's actions violate Mitchell Memorial's cultural norms focused on teamwork and collaboration and whether or not his contract with the hospital should be renewed.

Questions:

1. Andy Prescott, Chief of the Cardiovascular Center, is faced with a difficult decision to make. Recommend a suitable decision model for him to use. Comment on why you make this recommendation and how it will suit the scenario.