high stakes partnership

high stakes partnership

“Utilizing ‘High-Stakes’ to Promote High Performance in Cross-Organizational Collaborative Teams.”


When does your healthcare organization perform at its best? Often times, it’s under circumstances of crises or emergency. Or, when there’s a complex task that has a sense of urgency and no one person can solve it alone. HCOs also typically rise to the occasion when people believe there is a legitimate threat to funding, organizational viability, and their primary patient population.

One might make the mistake then, of thinking that the only moments where people are willing to collaborate are in times of crises. We hear staff, administrators, and health providers from a multitude of disciplines state in reflection, “everyone just pulled together… there was no us versus them within the hospital… we were all on the same page… because we just had to be.”

An examination of these instances reveals a common theme: “high-stakes” situations highlight our commonalities and the motivations we share, and diminishes the more trivial items that drive us apart from one another. When faced with a crisis or challenge, people often pull together in rather extraordinary and impressive ways. But, we can’t rely on crises—nor create them artificially—to foster collaboration, especially when collaboration is the foundation of the work that’s being done.

For instance, consider your HCO as one that has recently established a very formal, very public partnership with a completely different HCO. This is not a merger or acquisition. Rather, each HCO will still exist as its own separate and unique entity, delivering independent and different services and health supports. However, you are now charged with collaborating together on a new project.

Without manufacturing a crisis scenario, your charge for this challenge is to create a planned “high-stakes” situation around the new joint project that will drive successful collaboration between your HCO and your new organizational partner. Then, utilize your 5-documents & Justifications to outline the details scenario and articulate how successful collaboration is being/has been fostered as a result.

Here are some factors that create “high-stakes” to guide your conceptualization of the cross-organizational collaborative situation:

1- People are engaged in work that is very important to them.

2- Their activity is highly visible to others.

3- The consequences of doing well or poorly are very large.

4- People engaged in the work will feel the consequences of their success or failure directly and in the near-term future.






Incident/Introductory Report (w/ notification chain… justification, influencing factors) – your design thought process here is “how would this information come to me as a Health Services Administrator handling this case?”


“Mind Map” (visual representation grid of Key Issues/Players/Foundational Causal Factors and their interconnectedness)

3. Policy Supporting Proposed Change (w/ TWO authority references)

4. Memo (w/ distribution info… style/list/method)

5. Quality Indicators / Measurable Outcomes & Anticipated Results Form

6. Justifications “Bookend” – narrative explanation of your thoughts and decision-making processes for each of the previous documents and the submission as an interconnected whole assignment