Week 3 reflection is on the case study on Gerry Robinson and the NHS.
From the Gerry Robinson case study, it is noted that Gerry is an assertive and hands on type of leader who goes all the way down to the lowest hierachy of the organisation to find out the challenges and issues faced by the staff and consultant as well as obtaining feedback from everyone in the workplace. By collecting feedback and data, Gerry are able to strategize his next move on how to change and improve the situation faced by the NHS to speed up waiting list by means of persuading Brian, the CEO, the General Manager, Consultants and the other staff to adapt to a new system and change the current settings in the NHS. The most memorable example of effective strategic leadership in the case study is where Gerry being assertive and commanding while conducting the meeting with all the NHS members to discuss issues and find ways to eliminate the waiting list in the NHS. On the other hand, the ineffective strategic leadership in the case study is where Brian, the CEO, is good in talking and giving excuses of why, what and how the NHS has been operating all the years "without a problem" and yet he is totally NOT in control of the situation as he seems to be clinging on his position only.
From the case study, influence is power in an organization. When someone is able to influence others and take on the leadership role, no one will dare to fight back and even the CEO will bow to the influencial figure in the organization. Basically, there are two types of persuasion methods which is the PUSH and PULL style. The PUSH style is further divided into two area which is the persuading and asserting persuasion which I believe is the strongest type of persuasion technique one should use to get what he or she wants. The PULL style is divided into bridging and attracting style which is more gentle and it takes time to accomplish one's demand for something. However, the correct style of persuasion has to be used in order to be effective based on the type of individual and personality that one seeks to influence. There is a saying that "one size does not fits all".
The similarity of this case study with the previous, Week 2 case study on Carrefour is that both CEO has failed to rise up to the occassion because both has no total control or influence over the running of the organization. The Carrefour's CEO is under control from the LV Bosses and the NHS's CEO is under control from the Consultants. Therefore, when "a driver has no control over his vehicle, he is bound to crash". On differences, the Carrefour's CEO has to pack his bag and look for a new job while the NHS's CEO still keeping his position as a CEO and plays golf every Sunday. On serious note, the Carrefour's situation is more complex because their operation spans worldwide and Carrefour has to be able to adapt with each country they step a foot in because of the culture and lifestyle differs from one place to another. The policy of one size fits all does not work in this case. Whereas, the NHS is a national agenda where the Government has to pump up more efforts especially financially to help out the misery plaguing the people in need of fast treatments.
Ultimately, Week 3 group discussion is interesting because everyone in the group contributed their ideas on the case study and the role play for the persuasion is one thing I will remember for Week 3 lessons.
Good level of insight, well done
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