How to deal with a superior (supervisor) who is not willing to address important risk management issues in a longterm care facility? Hired as the "Director" in a longterm healthcare facility where there is a high rate of patients falling and fracturing bones. The health region places high emphasis on this issue and created a working/sharing group with representatives from many facilities but NOT this one. Problem:the new Director tries to discuss the management of this situation with the Administrator feels she is too busy for this, doesn't have patience for committees - struggling to do day-to-day work. What is the "decision-making" process to manage this?
This is common in the military. The commander (or in your case, the Administrator) is indeed too busy to be immersed in decision making. What the Administrator needs is to be able to briefly provide guidance during the decision making process and then to make the decision based on your recommendation.
Basically, here's how to make that happen.
1) Identify your problem. This is simple, but needs to be stated to all who are involved in the decision.
2) Analyze the problem. Collect facts, statistics, laws, restrictions, costs, the boss's personal preferences, etc. State any assumptions you are making during the decision making process. Identify requirements that your...
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