Assignment: Write a 5–7 page analysis of a case study to identify the five disciplines and systems archetypes and the relationship between cultural context and organizational change inquiry processes in the organization. Case in Practice In the following media simulation, you are introduced to various stakeholders at Riverbend City Medical Center (RCMC). The simulation focuses on the efforts of CEO Eugene Pittman to deal with a recent crisis that has spotlighted cultural differences between the medical center staff and community members. You will reference this case to complete the assignment for this week, Case Study: Riverbend. Planning Organizational Change Using the Four-Step Change Process. Action Research and Problems of Practice Read the following in your Action Research text. As you read Stringer and Aragon this week, you will learn about the ways in which action research can be a collaborative approach to inquiry that provides a means of systematic action required to resolve problems of practice. Focus on the components of these steps in the action research process: look (to gather relevant information and describe the situation), think (to explore, analyze, interpret, and explain), and act (to plan a course of action based on analysis and implement a solution). Chapter 3, "Setting the Stage: Initiating an Action Research Process." Chapter 4, "Look: Generating and Gathering Data." Chapter 5, "Think: Reflecting and Analyzing." Chapter 6, "Act: Implementing Practical Solutions." https://capella.vitalsource.com/reader/books/9781544355931/epubcfi/6/32[%3Bvnd.vst.idref%3Ds9781544355900.i1075]!/4/2[s9781544355900.i1075]/4/3:31[ng%20%2Can%20] The Four-Stage Change Process Read the following in your Systems Thinking for Social Change: A Practical Guide to Solving Complex Problems, Avoiding Unintended Consequences, and Achieving Lasting Results text. As you read, develop your understanding of the four-stage change process. The purpose of these stages is for leaders to work strategically to facilitate long-term change in their organizations. This begins in Stage 1 by building a foundation that includes engaging key stakeholders by establishing common ground and building collective capacities. In Stage 2 stakeholders are encouraged to face the current reality by understanding what is happening and their own role in constructing the current reality. Stage 3 focuses on helping stakeholders make an explicit choice in favor of what they collectively want, and Stage 4 is all about helping stakeholders bridge the gap between what they care about and the current reality. Consider how attending to each of these stages can help you as a leader become more sensitive to your own organizational dynamics when trying to create change and innovation. Chapter 5, "An Overview of the Four-Stage Change Process," on pages 71–78. Chapter 6, "Building a Foundation for Change," on pages 70–90. Chapters 8–10. ttps://capella.vitalsource.com/reader/books/9781603585811/epubcfi/6/2[%3Bvnd.vst.idref%3Dcover]!/4/2/2%4019:0 The Situation Ongoing communication problems between the Hmong community and Riverbend City Medical Center (RCMC) were punctuated painfully during the train derailment—especially through the altercation with the Vang family. An embarrassing article about the altercation in the Free Press prompts hospital CEO Eugene Pittman to investigate a successful Merced, California, program. In Merced, the medical community has been teaching principles of Western medicine to Hmong shamans (traditional spiritual healers). The shamans act as a bridge between medical professionals and the Hmong community. When consulting with Hmong patients, the shamans instruct the patients in Western medicine and also perform traditional rituals. Considerations It is important for leaders to consider the cultural norms and needs of the people they serve. It also sometimes becomes necessary to consider ideas that may seem unorthodox. As you read about the strategies being considered by RCMC leadership, consider the degree to which you feel the program will be effective. What steps should the hospital take to maximize the effectiveness of this program? Instructions Write an analysis of the Riverbend case study, Planning Organizational Change Using the Four-Step Change Process. Include the following components and use the Case Study: Riverbend Template [DOCX] as needed: Introduce the case. Summarize the case. Provide a synopsis of the case study, focusing on how communication problems and cultural misunderstandings created conflict in the organization. Apply the four learning organization disciplines to the case. Using the lens of one or more of the four core disciplines (personal mastery, mental models, team learning, shared vision), provide an analysis of the extent to which the discipline(s) reveals organizational dynamics and contributes either to organizational learning or to the organization’s problems. How could the four disciplines be fostered to have a more beneficial impact on the organization? Apply a systems lens to the case. Analyze the organizational disabilities and systems archetypes present in the case. Explain and map at least one example of a systems archetype that can be seen in the case. Include at least one systems map as part of your explanation. Recommend change management strategies for the organization based on the case. Prior to suggesting change management strategies, use critical thinking tools to identify assumptions the stakeholders in the case may have made, and develop a set of questions you would ask to help the stakeholders uncover their assumptions and clarify the steps needed for future progress. Reference Paul and Elder's Critical Thinking: Tools for Taking Charge of Your Learning and Your Life text in your comments. Describe and explain how the four-stage process could be used by the Riverbend leadership to improve the strategic planning processes that enhance cultural understanding among stakeholders and the community. Refer to Stroh's Thinking for Social Change text. Provide a set of specific practical recommendations about how the CEO should proceed in the future in a way that furthers the goals of supporting increased cultural understanding among stakeholders and the community. Explain how an action research/inquiry cycle that incorporates the recommendations could be planned, implemented, and evaluated for the next phase of organizational improvement.