Scenario Planning for Multi-Stakeholder Partnerships Term Paper

Scenario Planning for Multi-Stakeholder Partnerships - Term Paper faceThe antibiotic leave also help CMS to save more money (28,000 dollars, annually). The executive also acknowledges the drawbacks that execute with the CMS using the antibiotic. The administration is for instance at home with the concerns that border on the lack of familiarity with the drug and the appendix of a step to an already busy pre-operation nurses arrive atload. However, the administrators initial statement and vouching for the antibiotic is premised on the antibiotic not have its pitfalls, but its benefits far outweighing its disadvantages. Stakeholders Background Thinking and First Responses and the executives Response Option Choice The stakeholders background thinking and the first response is largely ambivalent. While there atomic number 18 those who readily welcome the introduction of the antibiotic in CMS surgical interventions, others are diametrically opposed to the same idea. For instance, th e pharmacist is positive slightly the introduction of the antibiotic, because he has learned about the drug. The financial analyst is likely to welcome this lean since it will help save 28,000 dollars annually. The preoperational nurse and sawbones are not in support of the antibiotic. Although the nurse is interested in making her efforts patient-centered, she is worried that the move will add her other responsibilities at the preoperational stage. The sawbones, on the other hand, loathes government mandates and regards them as unnecessary since he has a generally positive track record for patients who have come from surgery. However, he lacks knowledge on the actual rate of post-surgery wound infections, due to his surgery patients. In this case, it is important that the administrator acknowledges these concerns since they are legitimate. Conversely, the administrator should consult the opposing team so as to place modalities on the introduction of the antibiotic. The modalities are to ameliorate the setbacks that may shortchange the preoperational nurse and the surgeon. During these consultations, the administrator must make it clear that the introduction of the antibiotic is inevitable. How to Communicate With the Stakeholders fit to Dewar (2010), the best way of communicating with these stakeholders in order to convince them to welcome the use of the antibiotic is a dialogue. The administration can initiate and facilitate the dialogue by welcoming the stakeholders to a meeting. Efforts must be made to ensure that the meeting remains a dialogue instead of a monologue. In this light, the preoperational nurse, the surgeon and the like-minded who have reservations towards the introduction of the preoperational antibiotic must state their standpoints and qualify them. From this angle, the administration and the stakeholders must work together to designate modalities that can mitigate the demerits that accost the use of the new antibiotic. On the same wavel ength, it will be imperative that the administration expounds on the need to integrate the antibiotic to CMS surgical intervention.