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29. Founding Fathers Health Corporation: Idealism and the Bottom Line 253year history of philanthropy and devotion to public health and welfare. She feels thatabandoning the project is the wrong decision for FFHC because it diverges from itstradition. It would be an example of FFHC simply not doing the right thing. She iscertain that Dr. Adams and CEO Madison would favor the project if they knew all thedetails and fears that they are not fully informed of what is happening.Power and PoliticsDr. Adams’ promotion out of the local CFMC area and into the regional FFHC hascreated a wave of change in the organization’s IT hierarchy. Not only does this changemean that much responsibility has shifted to Ross, but there have also been furthershifts and promotions that have left her department understaffed. She has been givenmore responsibility and has fewer resources to manage it.Ross is now dependent on the CIO, Ben Arnold, in order to go forward with thePioneer Clinic project. Where she formerly enjoyed a familiar relationship with Dr.John Adams, she is now reporting to a different person, and the lack of familiarity maybe limiting her own feelings of power. This may be related to the newness of theirworking relationship and might disappear as they learn to work together.On the other hand, Arnold could be exercising his legitimate power as CIO in a relativelyobjective manner—making, what he feels, are the best decisions for the organization.He may also be engaging in political behavior by stalling the clinic projectand being relatively uncommunicative about his reasons. The underlying goal may beto force Ross to acknowledge his authority in the organization’s hierarchy.Where Ross had enjoyed an open and communicative relationship with her formerboss, Dr. Adams, she is now faced with having to report directly to Ben Arnold, whois of the “old school,” where politeness reigns instead of frank discussion. Her attemptsto obtain an adequate explanation of Arnold’s waning interest in the project have beenunsatisfying. Arnold may have good reasons for his stance, but they are not being communicatedto Ross. He may perceive that he has told her everything she needs to knowand that anything more is out of her domain.Some of the issues regarding communication have resulted from the establishedculture of CFMC. Its culture of politeness instead of openness comes at a significantprice. We have seen that it can impede the flow of new ideas. Also, although on thesurface it may make CFMC appear to be a great place to work, the stifled communicationwithin this organization could create significant waves of frustration and discontentthat could lower morale.Ross’s idealism and passion for patients and the apparent change in the corporatephilosophy have placed her in a difficult position. Her attitudes now seem to be in conflictwith those of the larger organization or, at least, with those of the CIO. This dissonancemay be heightened because of her increased responsibilities and new workingrelationship with Arnold. At the moment, she feels her ability to influence the situationis minimal. She could change her attitude and continue on in her new position,leave the organization, or directly address this issue and see if it leads to change.QuestionRead the options that follow. Which option would you pursue?