End-of-Chapter Discussion Questions (Ch. 4) 1. What should Fisher have done when he first decided to tackle this project?

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Running Head: UNIT 3 ASSIGNMENT

End-of-Chapter Discussion Questions (Ch. 4)

1. What should Fisher have done when he first decided to tackle this project?

The first thing Fisher should have done is establish some form of communication

with the physicians about his intentions. There are different methods of communication

that Fisher could have used like email, a face-to-face meeting, a bulletin or newsletter,

or by releasing an individualized letter or policy statement. According to Borkowski

(2009), “effective communication is one of the most critical goals of organizations” (p.

84). Fisher needed to establish communication with the physician representatives of his

intentions, procedures for using the new codes, and a timeframe for when the new codes

would be in place. Before proceeding with the restructuring of codes, Fisher could have

received feedback from the representatives for a better understanding of how physicians

would be impacted by the new codes. The inability to effectively communicate resulted

in not only disgruntled employees, but an unproductive and ineffective organization.

2. What protocols should have been in place to avoid the present situation?

Before changing the claims codes, procedures for using the new codes needed to

be established. Once procedures for the new codes were established, physicians needed

to receive some form of training to ensure competence and understanding of procedures.

Another key factor would be ensuring that the new codes would result in proper

reimbursement for services. If effective communication had been established about the

changes taking place and when the changes would take place, physicians would not be so

upset or be facing financial loss.

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Running Head: UNIT 3 ASSIGNMENT

3. What positive resolution can be implemented in order to keep these contracted

physicians with the plan?

Fisher needs to address the concerns of the upset physicians and establish

communication with them. In this scenario a face-to-face meeting allowing two-way

communication may be the best resolution. The physicians would then be able to express

their concerns about the new codes and take part in corrective actions. Borkowski (2009)

identifies that “effective communication brings knowledge into the organization….in

turn, allows employees to make more informed decisions about corporate actions” (p.

84). The original problem was a lack of communication between Fisher and the physician

representatives. By encouraging communication and physician involvement at this point

would reassure that the physicians are valued within the organization. Additionally,

Fisher may realize the importance of effective communication and how other individuals

can be affected when poor communication occurs.

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