Use the template on the attached files to provide specific examples of socialization, externalization, internalization and combination of knowledge in your organi

Nova Southeastern University Wayne Huizenga Graduate School Of Business & Entrepreneurship

Assignment for Course: MGT 5686: Leading Creativity and Innovation Submitted to: Dr. Eleanor Lawrence & Dr. Leslie Tworoger

Submitted by: Tamara Hurst, Angela Kacprowicz, Nicole Lopez, Kasandra Lastra, Ariana Cordero

Date of Submission: April 16, 2023 Title of Assignment: Data Analysis

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Data Analysis 1

Data Analysis

Nova Southeastern University

MGT 5686: Leading Creativity & Innovation

Dr. Leslie Tworoger and Eleanor Lawrence

April 16, 2023

Data Analysis 2

Data Analysis

The DNA of innovator’s textbook Figure 1.1 DNA model for generating innovative ideas.

“Innovative breakthroughs often happen at the intersection of diverse disciplines and

fields” (Dyer et al,. 2011). Understanding the main skills that go into associating thinking comes

from the cognitive thought process to help generate innovative ideas. It is critical for Baptist

health of South Florida to understand how to incorporate this within their organization to know

what step to take next that will be the most beneficial. “Prioritizing innovation today is the key to

unlocking post crisis growth” (Am et al., 2020). Keeping all of the departments at Baptist health

of South Florida on the same innovative path will help eliminate crisis error from forming.

Learning how to create and execute innovative ideas is putting the organization on the right track

to be successful for their community. An organization whose culture seeks opportunity for

improvement, encourages discovery skills, tolerates failure and supports smart risks, will

inevitably be innovative (Dyer, et al, 2011). In the medical field, there are endless opportunities

to seek out and collaborate within your network of peers. This promotes excellent exposure when

having meetings where topics can be discussed.

“Unlike typical delivery-driven executives who network to access resources, sell

themselves or their companies or boost their careers, innovators go out of their way to meet

people with different backgrounds and perspectives to extend their own knowledge. And they are

constantly bouncing their ideas off of others to get feedback” (Dyer et al., 2011). There is a wide

variety of backgrounds that the organization will come across to generate this core network

through all levels. For example, administration departments, doctors, nurses, and etc. It is

important for all employees to be able to have their ideas heard throughout the co-workers. A big

Data Analysis 3

focus is to take perspectives in both externally and internally to make room for more possibilities

to occur.

An approachable innovative idea for Baptist health of South Florida is to join a local

chamber of commerce or networking group to be involved by sponsoring events. It will help

others in the community who might not be familiar with the organization learn another way to

receive healthcare. “We found that purposeful networking was often effective when innovators

attempted to reach out to experts in a different field of knowledge” (Dyer et al., 2011). This is

where they will get to interact with different fields and see how they can either collaborate or

help one another bring their organizations to the next level. This allows for both experimenting

and observing to take place to see who will be a good fit for the tasks that are in the forefront to

be executed. “Experimenting: Innovators are constantly trying new things; they seek new

information, and they are open to learn new things or to be engaged in new experiences. Also,

innovators unceasingly explore the world intellectually” (Dyer et al., 2011).

Promoting the appropriate behavior in the work environment will groom all levels of

employees to demonstrate what is expected of them. “Their motivation allowed them to actively

desire to change the status quo. Second, and regularly take the smart risks to make that change

happen” (Dyer et al., 2011). This will produce results for everyone and keep the motivation to

arise through the organization keeping the status of Baptist health of South Florida in good

standing for all of their locations when looking to open another location or collaborate with

another organization. At the end of the day, using all of the behavioral skill sets associated with

creative thinking through innovation will help set the overall standard to be beneficial when

implementing them within your organization.

Figure 1-3 The Discovery and Delivery Skills Matrix

Data Analysis 4

Baptist Health South Florida designs the surge of healthcare discovery and innovation

through collaborative clinical research, which underpins the organization’s well established

engagement to deliver the highest quality of patient care guided by evidence-based practices

(Baptist Health Research, n.d.). Leading as No. 1 hospital across the South Florida spectrum,

Baptist Health South Florida is well recognized as the highest performer specializing in both

complex care and routine care cases as well as in ten different specialties, procedures, and

conditions (Marrero, 2015). Baptist Health South Florida, a continuing innovator in the

healthcare industry, has assembled a structured care team to increase the level of discovery and

delivery expertise. The tasks performed by the nursing team range from complex problem

solving and diagnosis and treatment planning to intensive psychomotor work requiring

coordination during surgery (Rosen et al., 2018). However, to sustain advancements in a growing

economy, it’s vital to have an innovative team that generates fresh ideas and the ability to

execute those ideas on the team (Dyer et al., 2011).

Physicians and staff gain resources so they can turn their ideas into innovative products,

therapies, and valuable primary care, according to Nila Bhakuni, assistant vice president of

Baptist Health (Bhakuni, 2022). However, exposure to innovation stems from assessing the four

pillars of intellectual asset management, applied analysis and improvement, co-creation and

global envision (Baptist Health Research, n.d.). In each of these pillars, it seeks to demonstrate

out of the box thinking among healthcare workers. Given the impact of discovery and delivery

skills, they are seen as necessary for the organization's own innovative functioning. Evenso,

Dyer et al., (2011) argue that discovery is important in focusing on the initial stages of product

and business development. In the context of the delivery and delivery skills matrix shown in

Data Analysis 5

Dyer et al. (2011), Baptist Health South Florida showed a more symmetrical level of discovery

driven skills. Owing to these results, BHSF is constantly keeping abreast of advances in

technology and resources to help serve patient health, thus pushing their team to expand the five

discovery skills of associating, questioning, observing, networking, and experimenting (Dyer et

al., 2011).

Through interventions, BHSF engages their employees in associative thinking,

connecting unexpected developing ideas to solve dilemmas, address challenges and open up new

perspectives. According to Neurosurgeon Dr. Michael McDermott, he introduced an idea for a

novel surf helmet, which he envisioned after treating surfers who died from brain injuries

(Bhakuni, 2022). By incorporating associational thinking "the brain is actively absorbing new

knowledge as it is more prone to trigger connections between ideas as it toils to synthesize novel

inputs" (Dyer et al., 2011, p. 49). On the other hand, the biggest challenge faced is the pandemic

of Covid-19 that upended nearly every aspect of life, from the personal to professional (Am et

al., 2020). In this event, BHSF constantly questions on how to improve the accessibility of its

site or what can they do better to fulfill patient needs. When pushing team members to ask as

many questions as possible about the problem, rather than rushing to brainstorm a solution, this

will increase the likelihood of breaking out of the status quo (Armstrong & Barsion,

2013b). However, through observation, the BHSF team uses the power of observation to predict

the psychological and health status of patients to improve the well-being of patients. In any

event, a feasible measure to improve access to care is to expand idealistic network support.

According to Dyer et al. (2011) purposeful networking is often effective when innovators try to

reach out to experts in a different field of knowledge. For BHSF, they have successfully worked

to connect with diverse physicians throughout the region who contribute additional expertise.

Data Analysis 6

Ultimately, “innovators actively try out experiments by creating prototypes and launching pilot

tests” (Dryer et al., 2011, p. 133). Profound for its innovation in 2022, BHSF launched its first

startup called gait boost, an inventive platform for diagnosing movement abnormalities (Baptist

Health South Florida launches First Startup Company, 2022), a first-of-its-kind experiment on a

platform.

By applying the five discoveries of association, observation, questioning,

communication, and experience, the BHSF team develops the habit of expanding innovative

ideas for company development. While BHSF excels at developing discovery skills, they also

realize that delivery skills are just as important in the growth or maturity stages. (Dyer, et al.,

2011). For the forthcoming years, Baptist Health plans to collaborate with Leidos, a leader in

healthcare technology to produce exceeding 30 new clinical avenues to evaluate perplexing

conditions cases such as heart disease, stroke, diabetes, joint replacement, etc. (Baptist Health

South Florida and Leidos Collaborate to Bring Real-Time Big Data to Healthcare Delivery,

2017). Thus, BHSF delivers and excels at translating goals into concrete tasks to achieve the four

delivery skills of analysis, planning, detail-oriented implementation, and disciplined execution

(Dyer et al., 2011).

Figure 1-4 The Business-Executive Skill Life Cycle

The business-executive skill life cycle, presented in Figure 1-4, is a framework that

describes the progression of knowledge and expertise, and skills that leaders must learn as their

businesses progress (Dyer et al., 2011). The life cycle is divided into four stages: start-up,

growth, maturity, and decline. Baptist Health South Florida's business-executive skill life cycle

reflects a progression of talents and skills that its leaders and executives developed to become

successful entrepreneurs and leaders.

Data Analysis 7

Startup Stage

During the startup phase, a new business enterprise is established, and the emphasis is

placed on creating a workable business model and obtaining traction in the marketplace (Dyer et

al., 2011). At its founding in 1960, Baptist Health South Florida was a small healthcare facility

with only 250 beds (About Baptist Health, n.d.). Dr. John Frost, who founded the hospital,

envisioned developing a healthcare system offering the local population high-quality medical

care. Dr. John Frost was prepared to take risks to make it happen. Baptist Health South Florida

executives concentrated their efforts at this stage on creating a solid identity, earning the

community's trust, and developing their organization's core competencies in healthcare provision

(About Baptist Health, n.d.).

The key executive skills Baptist Health South Florida needed at the start-up stage

included entrepreneurialism, risk-taking, innovative thinking, and strategic planning. The

executive team at Baptist Health South Florida displayed these skills by building an innovation

culture, devoting financial resources to cutting-edge technologies, and expanding its services.

For instance, Baptist Health South Florida pioneered the neighborhood's first minimally invasive

cardiac surgery in the early 1990s (About Baptist Health, n.d.). The hospital gained a reputation

as a pioneer in healthcare innovation owing to this substantial breakthrough championed by its

leaders at the time.

Growth Stage

Maximized sales, profit margin, and customer base mark the growth stage. At this stage,

the business has established its place in the marketplace and is contemplating expanding its

operations (Dyer et al., 2011). The growth phase for Baptist Health South Florida started in the

1990s when the medical center began expanding its operations and services (About Baptist

Data Analysis 8

Health, n.d.). The hospital executives introduced new facilities, such as urgent care, diagnostic

centers, and specialty clinics. Also, the executive team worked on establishing new services in

fields including cancer treatment, orthopedics, and neurology. The essential executive skills

needed at the growth stage included leadership, strategy development, and operational efficiency

(Au-Yong-Oliveira, M., & Walter, 2022). The executive team at Baptist Health South Florida

displayed these skills by emphasizing cultivating a culture of brilliance, putting money into

technological advancements, and revamping operations. For instance, in the early 2000s, the

facility adopted electronic medical records (EMRs), enhancing patient care, lowering errors, and

streamlining operations (About Baptist Health, n.d.). The facility also invested in robotic surgery

technology, enhancing surgical results and healing.

Mature Stage

Stable sales, earnings, and market dominance mark the mature stage. The business has

established itself as a dominant player at this stage, and the emphasis is on keeping that position

(Dyer et al., 2011). Baptist Health South Florida entered its mature stage in the late 2000s after

becoming a preeminent healthcare organization in South Florida (About Baptist Health, n.d.).

The facility focused on acquiring cutting-edge equipment and technology, growing its services,

and offering high-quality community healthcare. Innovation, customer relations, and corporate

branding were essential executive skills at the mature stage. The executive team at Baptist Health

South Florida displayed these skills by zeroing in on introducing new services, such as

telemedicine, virtual care, and rehabilitation services, to accommodate the community's ever-

evolving needs (About Baptist Health, n.d.). Also, the facility invested in establishing a powerful

brand, concentrating on offering compassionate community care and interacting with the

community via different outreach initiatives.

Data Analysis 9

Decline Stage

A downward sales, earnings, and market share trend typify the decline stage. At this

stage, the institution could streamline and reconfigure its operations, cut expenses, and find new

revenue streams. Baptist Health South Florida has not yet reached the decline stage. When this

stage does materialize, the facility must be prepared for it (Dae-Geun, 2020). The executive

team's ability to overcome impediments and adjust to healthcare sector changes will depend on

leadership, strategic planning, financial management, and change management. This would entail

investing in new and adequate equipment and technology to enhance patient care and creating

new services to address patients' ever-evolving needs (Guenzel & Malmendier, 2020). The

executive team must also be ready to make tough decisions to lower expenses while enhancing

profitability.

KEYS Model: Table 1 – Organizational Assessment

Organizational Encouragement

According to Amabile (1997), “a company promotes organizational encouragement

through the constructive judgment of ideas, reward and recognition for creative work,

mechanisms for developing new ideas, an active flow of ideas, and a company's shared vision”.

BHSF employs strategies to enhance their organizational encouragement by creating surveys,

training, and compensation strategies to provide high-quality services to patients. Baptist focuses

a part of the resources on creating computerized programs centered on the hospital's use of

information technology to ensure detailed and accurate documentation. In addition, the Baptist

healthcare system compensates personnel teams for reducing errors and improving operational

performance through creative processes to achieve the goals. BHSF has received multiple awards

due to its telehealth program called "Take Your Meds!" which provides medication therapy

Data Analysis 10

management for home care patients with congestive heart failure. Some innovative services the

hospital gives patients are counseling and encouragement via in-home video conference by

pharmacists in collaboration with a home care nurse (Baptist Health South Florida Recognized

Among Health Care’s Most Wired, 2014).

Supervisory Encouragement

Baptist Health South Florida provides a high level of supervisory encouragement to their

employees, as they have implemented a structured process called Accelerate, which supports

business units in identifying and evaluating sustainable opportunities for improvement. Senior

leadership and lower-level management support this process, creating a setting that encourages

inclusion, involvement, and accountability. To maximize their employees' capacity for discovery

and delivery throughout the innovation process, the structure ensures that it is being monitored

and managed with the right combination of decision-makers. Consequently, the atmosphere at

BHSF can be judged to have a high level of supervisory encouragement. Baptist Health South

Florida’s environment provides a high level of supervisory encouragement and moderate

freedom/autonomy, indicating a good potential for creativity and innovation. It should be

highlighted, nevertheless, that BHSF level of independence and autonomy might be raised even

higher to foster greater employee engagement and creativity. According to studies, giving

workers greater freedom in how they work can boost their motivation and engagement levels, as

well as their job satisfaction and creativity (Amabile, 1997). The employees of BHSF could be

used to their full potential and produce even more creative ideas if given greater flexibility and

liberty.

Sufficient Resources

Data Analysis 11

Successful organizations provide workers with sufficient resources to obtain new ideas

and fulfill consumers' demands. BHSF is the region's largest not-for-profit healthcare company

that provides workers and patients with resources to provide and obtain high-quality services

(Celixcpa, 2023). According to Amabile (1997), sufficient resources are defined as access to

appropriate tools, including funds, materials, facilities, and information. Baptist System has

international centers with multiple healthcare professionals to serve patients with cancer,

cardiovascular care, orthopedics and sports medicine, and neurosciences. In addition, it includes

Baptist Health Medical Group; Baptist Health Quality Network; and Baptist Health Care On

Demand (Cfelixcpa, 2022), a constructed medical plan designed to meet comprehensive needs

nationwide. BHSF has been nominated several times in recent years as one of the 20 sites ideal

for working. Furthermore, employees demonstrate their satisfaction with the system due to the

fair salaries they gain, the tools they have to obtain or communicate accurate information about

their respective areas of work, and the compensation strategies they receive apart from the salary

(Celixcpa, 2023).

Challenging Work

Challenging work is defined as having to work hard on complex tasks and essential

projects (Amabile, 1997). Successful organizations make workers part of important and

challenging projects for the company. Furthermore, companies compensate employees for their

creativity and hard work to achieve innovation. However, assigning hard work to employees is

not the best strategy to improve performance without the right resources to fulfill the goals. For

example, BHSF has many healthcare professionals to provide services in its locations. On the

other hand, the population who receive services from the hospital is substantial. Thus, the high-

stress level in the hospital environment is a significant complaint from employees, which affects

Data Analysis 12

the physical and psychological workers' performance (Saadeh & Suifan, 2020). Many Baptist

workers have reported in surveys feeling overwhelmed with the quantity of work they should

fulfill for the same wage salary they would receive in another location for less work.

Freedom

Freedom is described as having flexibility in deciding what work to do or how to do it, a sense of

control over one’s work (Amabile, 1997). Baptist Health South Florida also provides their

employees with a good level of freedom/autonomy. Through a SharePoint-based concept

management platform, the Accelerate Process offers a platform to facilitate the process.

Employees are encouraged to take calculated risks, engage in the process, and share their ideas.

BHSF has defined roles and duties to specify the framework of the effort, ensuring a successful

result. It is important to remember that the degree of flexibility and autonomy offered might be

restricted to the realm of the Accelerate Process. As a result, it may be said that BHSF’s

environment has a reasonable amount of flexibility and autonomy. Additionally, the degree of

independence or autonomy may differ based on the team or department within the organization.

Certain departments may have greater latitude than others, depending on their particular goals

and objectives. However, BHSF has demonstrated a dedication to promoting a culture of

innovation and continuous improvement by implementing a systematic innovation process and

encouraging employee involvement. This strategy can result in increased employee engagement,

work satisfaction, and, eventually, business success.

Data Analysis 13

References

About Baptist Health | Baptis