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R J Stupak

Publications and source records attributed to R J Stupak.

11 recordsLinked to original sources
PubMed1999

Clinical capital equipment acquisition: decision-making at the executive level.

Capital investment in the United States health care industry is one of the components of the system that has historically fueled cost increases and complicated the quality/cost/access conundrum. This article is concerned with capital development focused on clinical equipment acquisition in acute care hospitals. The research findings suggest that decision-makers are abandoning two approaches to decision-making known as Quantitative Decision-Making and Mixed Scanning in favor of two models known as Rational Decision-Making and Political Decision-Making. While this is the case, a method of decision-making known as Idea Sets (developed and labeled by James March as Garbage Can Decision-Making) is the most widely used approach. Equipment acquisition criteria used by the decision-makers are shifting away from concerns of enhancing existing clinical programs and/or adding new clinical programs. Acquisition criteria are shifting toward procuring equipment which will decrease institutional expense, improve organizational efficiency, and galvanize operational effectiveness. In addition to the technical findings of the research, further insights about ourselves and our colleagues are gleaned. Accordingly, we understand more completely the human dynamics surrounding decisions and thus are able to dialogue more richly about issues. Meaningful dialogue such as this will have the dual benefit of advancing teamwork and facilitating decision-making.

Capital Expenditures↗
PubMedDate not supplied

Management and humanity.

Explore the source record for details and available documents.

Cardiology Service, Hospital↗
PubMedDate not supplied

Cardiovascular leaders moving beyond logic: an active strategy for advancing cardiac services.

Cardiac leaders need to put forth cogent, well-articulated, conceptually sound reasons for pursuing issues that they consider to be significant to the future of their service. Logic, rationality, and quantification of issues are "givens"--they are the price of admission that one pays to have an issue contested in the organizational arena. Understanding the larger sphere in which CV issues reside by contextualizing logic and rationality in terms of organizational culture, power, politics, group dynamics, and ego improves the chance that the cardiac agenda will receive thoughtful consideration and support by organizational decision-makers. Clearly, optimal CV performance can only be attained through the process of sophisticated interdependence. Accordingly, by understanding and using the Iceberg in its entirety, CV leaders will manifest the power of it to bring about constructive change and market viability. The completed model appears in Figure 6. As your cardiovascular team advocates for the CV agenda, take care to "be as wary as snakes but as harmless as doves.

Cardiology Service, Hospital↗