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Staff members readily contribute from their experience and listen to the contributions of others.

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Conflicts arising from different points of view are considered helpful and are resolved constructively by the staff.

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Staff members challenge suggestions they believe are unsupported by fact or logic, but avoid arguing just to have their way.

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Poor solutions are not supported just for the sake of staff harmony or agreement.

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Differences of staff opinion are discussed and resolved. Coin tossing, averaging, majority vote, and similar cop-outs are avoided when making a decision.

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Every staff member strives to make the problem solving process efficient and is careful to facilitate, rather than hinder discussion.

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Staff members encourage and support co-workers who may be reluctant to offer ideas.

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Staff members understand the value of time and work at eliminating extraneous and/or repetitious discussion.

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Staff decisions are not arbitrarily overruled by the leader simply because he or she does not agree with the decisions.

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The staff understands the hospital director will make the best decision he or she can, if a satisfactory staff solution is not forthcoming.

Survey Scoring

1.  Count the number of checks in the series of statements above.

a.  If the total number is less than five, a qualified hospital manager is not likely to be successful in that environment.

b.  If there are five to seven checks, the experienced hospital manager will likely survive and take some of the burden off the hospital director's shoulders.

c.  If you circled more than seven, a dedicated hospital manager will likely be a greatly appreciated asset to the practice, and will be able to contribute to the future success of the hospital programs.

2.  Discuss the reasons for the densities or lack of densities of staff opinion. Re-administer in ninety days to determine trend changes.