Chapter 2 Managed Care Handbook

[Julietn528]

Does anyone understand the chart Exhibit 2-2 on Strategic/Tactical Issues 'cause I'm totally lost?

Thanks in advance

[Julietn528]

anyone?

[almostASA]

I don't have a good answer, I had a hard time with that chart too. The only thing I can gleam for sure from the reading is that "tactical" issues are those that require response to legislation. I'm still confused about strategic issues.

I'll also note that the issues listed in the matrix are badly out of date, as is any reference regarding Medicare Managed care in this book, since this book hadn't been updated since before the MMA.

Anyone else?

[Detective John Kimble]

I was just about to post about this and a search for "Tactical" brought it up.

I've read this chapter multiple times and I've tried to memorize the chart. It just doesn't click for me. I can't reason through it at all, so I think I'm just going to forget about it. I agree with almostASA - this is so out of date that it would be very iffy to even ask about this stuff.

[Julietn528]

Thought this little blurb was helpful

One of my favorite quotes is: "Keep your nose to the grindstone, your shoulder to the wheel, and your ear to the ground. Now, try to get some work done in that position!" Unfortunately I don't know who said it, but they must have been having a moment of extraordinary clarity. The point: If you're always focused on the task in front of you, you may miss the opportunity to get better results by looking at the bigger picture.

In working with both large and small organizations, I get to see many examples of leaders using short term tactical thinking to try to address strategic issues. It's easy to get caught up in reacting to the current symptom or problem that is causing immediate pain, rather than proactively tracing the issue back to its root cause to find a long term fix that will take the organization to a higher level of overall performance. This can be said more simply: "When you're up to your rear end in alligators, it's easy to forget that you started out to drain the swamp."

http://www.businesspsychology.com/newsletter_january_2004.html