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Paul levy taking charge of the beth israel deaconess medical center

He accomplished much during his time as CEO, but was dethroned due to a scandal that erupted regarding his relationship with a subordinate. The case study will examine the responses by BIDMC and the lessons that can be learned for all involved parties by this management challenge. By using a hospital as an example, this case study will expose students to the competing interests within an organization that public affairs professionals must manage. The hospital was universally applauded for its professionalism.

He became famous for leading a cleanup of the Boston Harbor. Levy returned to MIT as an Adjunct Professor teaching infrastructure planning and development, and later became the executive dean for administration at Harvard Medical School.

He maintained an active blog and wrote openly about controversial issues in healthcare. He motivated his staff to use social media to improve healthcare. For example, when the financial crisis of 2008 hit, he asked employees to crowdsource ideas for how to cut costs so that to prevent layoffs among staff.

Paul Levy: Taking Charge of the Beth Israel Deaconess Medical Center

People who knew that Beth Israel had hired about a quarter of its 8,000 staff over the last six years and that the chances that they could all keep their jobs and benefits in an economy in freefall ranged between slim and none.

Thunderous, heartfelt, sustained applause. Paul Levy stood there and felt the sheer power of it all rush over him, like a wave. When Levy later became CEO at BIDMC, he hired Mohamed in 2002 to perform various capacities, including information technology, strategic planning, operations, and administration, and she directly reported to Levy.

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Later, Mohamed was asked by the head of the BIDMC Needham campus if she wanted to be its chief of staff and head director of strategic planning, as the hospital was building a 30 million dollar addition.

Levy often ate lunch with Mohamed, drove places with her, and traveled together.

  • He should have quickly and decisively acknowledged his mistake when it first arose, and shown that he has taken steps to ensure it will not happen again;
  • Finally, Levy and Mohamed both have an obligation to patients and their families and to the caregivers at the hospital to not let personal romantic problems influence how the hospital uses its resources since that would detract from the mission of the hospital to provide top quality care to all;
  • All of this was noticed by other employees, and board members, and senior staff and other hospital board members encouraged Levy to cut off his ambiguous relationship with Mohamed and to not keep her on staff.

Levy continued to describe the relationship as one of close personal friendship. All of this was noticed by other employees, and board members, and senior staff and other hospital board members encouraged Levy to cut off his ambiguous relationship with Mohamed and to not keep her on staff.

  1. Levy also had a competing relationship between himself and Mohamed as his employee and Levy and his relationship and obligations to other employees to be fair in how he hired and promoted staff. Levy should have known his stakeholders better.
  2. Levy often ate lunch with Mohamed, drove places with her, and traveled together.
  3. I know the hurt and disappointment is going to remain. I leave confident that the Board will find many able candidates to succeed me.

Levy claimed that she was paid to fill needed jobs, and that she did good work and was highly qualified even though she had no hospital experience.

I know the hurt and disappointment is going to remain. This will take quite a while for people to get over. I am hoping people can look past this personal infraction.

We will work out an appropriate transition period, and things will continue to run smoothly here.

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I leave confident that the Board will find many able candidates to succeed me. Levy also had a competing interest in that he had an obligation as CEO to create a workplace environment in which women other than Mohamed do no feel that romantic interests are influencing hiring and promoting decisions. Levy also had a competing relationship between himself and Mohamed as his employee and Levy and his relationship and obligations to other employees to be fair in how he hired and promoted staff.

Finally, Levy and Mohamed both have an obligation to patients and their families and to the caregivers at the hospital to not let personal romantic problems influence how the hospital uses its resources since that would detract from the mission of the hospital to provide top quality care to all. The Board of the hospital, and of other hospitals, could use this story as a chance to learn a number of lessons on how to manage crises in non-profit organizations.

Levy should have told the truth.

  1. All of this was noticed by other employees, and board members, and senior staff and other hospital board members encouraged Levy to cut off his ambiguous relationship with Mohamed and to not keep her on staff.
  2. For example, when the financial crisis of 2008 hit, he asked employees to crowdsource ideas for how to cut costs so that to prevent layoffs among staff.
  3. He should have known that he could have kept it addressed at the level of the Board through quick and decisive action.

He should have quickly and decisively acknowledged his mistake when it first arose, and shown that he has taken steps to ensure it will not happen again. He should not have waited for bits of the story to dribble out month after month.

Levy should have known his stakeholders better. He should have known that he could have kept it addressed at the level of the Board through quick and decisive action. Levy should have taken responsibility and not made any excuses about his behavior, and should not have justified his hiring by saying that Mohamed was so very qualified, educated, and so on.

Levy should have been more attuned to those who suffered due to his actions. He should have mentioned the wasted money, the lost administrative resources, and the misallocated jobs that have prevented others from advancing.

He could have showed his humanity and obviated any defensiveness. Levy was an active blogger, but yet was not proactive enough to beat the media and his Board to his own punishment.

He could have been more proactive and this would have shown more responsibility and humility about the situation. He could have been more transparent. Levy could have been much more transparent about his relationship, what was justified and what was unprofessional, what actions he has taken and what remains to be done to rectify everything.

Finally, Levy could have asked for forgiveness. He could have approached the media and the hospital and its patients as a human being who is hoping for redemption and a better future, rather than as someone slow to admit mistakes, and quick to find excuses and cover up information.