American College of Healthcare Executives
Your Chapter's Quarterly Newsletter Summer 2009
In This Issue

Summer THEF Educational Meeting, August 18th
Message from the Regent - Summer 2009
BOG Exam - Advancement Seminar Offered
THEF Made History In May
2009-2010 THEF Scholarship Winners
Spring Quarter ePoll Results
National News - Summer 2009
ACHE Hits The Social Networking Scene!
Recognize Prejudgments That Can Cloud Your Decisions
Turn Arguments into Positive Encounters
Ensure delivery of Chapter E-newsletter (Disclaimer)


Excluding Finance, what key area is your institution focusing at this time?

Staffing shortages
Patient safety
Government mandates
Patient satisfaction


THEF Website
ACHE Job Bank

Chapter Officers


Robert E. Byrd, FACHE
Alamance Regional Medical Center


Christine L. Sternjacob
Novant Health – Triad Region


Paul A. Jeffrey
Wesley Long Community Hospital – Moses Cone Health System


Pamela M. Sinclair, FACHE
High Point Regional Health System

Samuel B. Seifert
Wake Forest University Baptist Medical Center
Recognize Prejudgments That Can Cloud Your Decisions

Mistakes in our judgments and decisions often have their roots in past events whose lessons we now unconsciously apply to current decisions that have similar aspects. Experts call these traces of the past “prejudgments.” Spotting them in our thinking and working past them are key steps in making effective decisions.

  • Risks and opportunities. Once you’ve made a mistake by, say, hiring an energetic but totally inexperienced job applicant, you tend to weigh experience heavily in hiring decisions. Look at the specific job—is experience really that important here? Might communication abilities be more important?
  • Options. If your organization has always replaced departed employees immediately, using temps to delay hiring expenditures might not seem an option. In cost-conscious times, you may need to widen the range of choices.
  • Objectives and criteria. Perhaps it is an unwritten law that your department’s budget shouldn’t grow by more than a certain amount each year. Suppose now that you need more money for a new technology that will boost your productivity. Gather the facts and test your assumption.
  • Abilities. We’re often over- or under-confident about our staff members’ abilities based on what’s been accomplished in the past. However, abilities that aren’t regularly used can weaken. Talk in detail to employees before assuming they will succeed or fail at an assignment.
  • Failure and success. Over time the fact of success or failure is remembered, but the details are forgotten. Before weighing options, programs or people solely on the basis of past results, look again at degrees of failure or success. Was that program barely a success, with significant weaknesses in key areas? Was that training firm’s failure to improve your technicians’ skills at least partly due to a budget that was too low?

Adapted from Communication Solutions, April 2009,

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BOG Advancement Prep Seminar
Fundamentals of Healthcare Management
Saturday, September 19th

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