Please select three of the areas listed below and then apply concepts/content from those areas to ur analysis of the case study below. It's important that u demonstrate that u have knowledge of specific course concepts from each of the 3 areas you choose:

• Power/Conflict
• Change Management
• Perception/Decision Making
• Organizational Culture
• Motivation
• Leadership

Cameron wrote in his journal about his new job, "I'm a bit lost on what my role entails here. There's an opportunity to make a positive impact, but it feels like the odds are stacked against me. There's a lack of trust from the team, and to some extent, I can understand their skepticism. However, AbleCare didn't exactly run a tight ship, which is why HealthWise had to step in."

HealthWise, a smaller company, had recently acquired AbleCare, a large multi-specialty healthcare organization facing financial troubles. Despite the official narrative of a "merger," it was evident that HealthWise was inclined towards cost-cutting, raising concerns about a potential decline in healthcare quality. The majority of upper management hailed from HealthWise, creating a sense of imbalance.

Cameron's role involved overseeing nursing operations in four states. With 10 out of the 13 nursing managers from the acquired AbleCare facilities, he decided to initiate his tenure with a crucial meeting in Reno, strategically chosen for its central location and one of AbleCare's major hospitals. Cameron personally reached out to each manager to introduce himself and express his eagerness to collaborate. To foster equality, he arranged the meeting at a hotel rather than the hospital.

While the dinner went smoothly, the subsequent day presented challenges. Every suggestion Cameron made based on successful cost-cutting measures at HealthWise was met with a unanimous "that won't work here" from the AbleCare managers. Attempts by HealthWise managers to share their success stories were met with collective resistance from the AbleCare contingent. Cameron noticed the divisive seating arrangement, with the three HealthWise managers isolated at one end of the U-shaped table.

Despite managers showing reluctance to what was proposed, most of them blamed their local nursing directors rather than accepting personal responsibility. This blame-shifting allowed them to agree in person while privately expressing dissent. As the meeting concluded, Cameron tried to reassure the group that it was just the beginning of a collaborative journey. However, the lingering tension and the "us versus them" mentality persisted as everyone prepared to leave the meeting.

Cameron was starting to more fully understand the challenges of being a leader to people located in different locations while ultimately not seeming to have a lot of power. With new complexities in managing managers and navigating the reporting structure, he is seeking guidance from you about what the dynamics are in this situation and what he needs to do to make the situation better.