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Introduction, Situation Analysis, Instructions, Technical Background

Case 27 Hiring a Staff Pediatrician

Setting: Pediatric Medicine; Your Position: Senior Pediatrician

Five years ago you and four other pediatricians established a group practice in a wealthy suburban community. As the most senior of the group who put up somewhat more capital than the others, you have assumed the position of unofficial leader. When there is disagreement, the group tends to defer to your judgment. However, the essence of the practice, unlike many, is one of teamwork. The doctors like one another, collaborate in many ways inside the office, and frequently socialize outside the office.

As the practice has grown, it has become apparent that there is a need to add another pediatrician. You have spread the word and advertised widely, but to date, your group has interviewed only four candidates. You would have preferred to have more applicants to interview, but the market is very tight, and there are ten openings seeking any capable person. In addition to the personal interviews, each of the four spent an evening with the entire team. You believe that such social occasions provide an excellent opportunity to explore the interests of each candidate as well as their capabilities.

In spite of the time investment, there remains a great deal of disagreement about the relative merits of these four candidates. Some of your team insist that experience is critical while others feel that the field is changing so rapidly that quality and recency of education is more important. Of the four candidates, you were most impressed by the doctor who had just completed her residency in one of the nation's leading hospitals. Your favorable first impression is based on a brief contact outside your office. You have much less evidence than your colleagues since your patient load had prevented you from having the in-depth interviews that they were able to schedule. It is they who have the detailed knowledge of the candidates, not you. Furthermore, you know that at least one of the group feels that this person is far too young and inexperienced.

While you are confident that all would ultimately accept your decision, the fact that the group must work so closely together caused you to go slowly and hope that a candidate could be found who would be acceptable to all. However, growing complaints from patients about the length of time they are forced to spend in the waiting room indicates that it is time to make a decision.

Your answer: Consult Group

Decision SignificanceHow important is the "quality" of the decision, i.e. to what extent does the decision have material, strategic impact on your clients or beneficiaries inside or outside of the organization. (click for details)   Group ExpertiseDoes the group collectively have the necessary knowledge to solve the problem and or make this decision? (click for details)
Importance of CommitmentTo what degree will the implementation of the decision require the support and cooperation of the group to be effective? (click for details)   Interaction ConstraintAre there time or geographic constraints which would prevent you from bringing the team together (physically or by telecom) to make the decision? (click for details)
Leader ExpertiseTo what extent do you, the leader, have the necessary knowledge to solve the problem or make this decision? (click for details)   Team Competence How competent is the group at working together as a team in solving problems or making decisions. The issue is not their factual or analytical technical knowledge, but rather their ability to work together synergistically. (click for details)
Likelihood of Commitment How likely is it that the group would accept your decision as the best course of action even though not included in the decision making process itself. (click for details)   Time/Dvpt PreferenceChoose the importance of time and development individually or use the values specified by either the Time or Development Driven model.(click for details)
Goal AlignmentTo what degree are the members of the group committed to the achievement of the oganization goals which are at stake in this decision? (click for details)      Value of TimeThe value of time varies with the number and intensity of other activities confronting you and your group. Considering your current workload, rate the value of time. (click for details)
Likelihood of DisagreementHow controversial is this decision likely to be among the members of the group? (click for details)      Value of DevelopmentHow important is it to you to develop the capabilities of your group or team, i.e. increasing their knowledge, their commitment to the organization, and their effectiveness in working together? (click for details)
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