You are the new President/CEO of a 400-bed acute care hospital. The hospital is in a very competitive market. Your main competition's President/CEO has been on the job for over five years. She has created a culture of transparency and innovation. You are the new President/CEO of a 400-bed acute care hospital. The hospital is in a very competitive market. Your main competition's President/CEO has been on the job for over five years. She has created a culture of transparency and innovation. During your first few months as the hospital's new president, you learned a few key things about its internal operations. First, hospital has lost money for the past two (2) years. It has remained solvent because of its endowment and support from the community (e.g., donations, etc.). Second, you've learned that there is a general lack of communication between physicians and clinicians that care for similar patients (e.g., cancer patients, heart patients, etc.). Staff doesn't seem to be "on the same page." Moreover, you've heard that patient complaints bounce from department to department. For the average heart patient (as an example), there isn't a "go to" person to handle issues and advance communication either internally or externally. The