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UIVEy Publishing
W20204
TEMPLE HEALTH SYSTEM: REAL-TIME FEEDBACK AND PEOPLE ANALYTICS (B)
Tony Petrucci and Michael Rivera wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality.
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In late 2017, Dr. Gordon Morewood, chair of anesthesiology at Temple University Health System (Temple Health) in Philadelphia, Pennsylvania, and his team chose to implement digital real-time feedback across the team using the DevelapMe application (app). Their decision was based on the app’s flexibility to adapt to the needs of the organization as well as its ease of use and advanced people analytics. In his efforts to scale DevelapMe across the organization, should he continue to lead the change exclusively with his own team, or encourage further adoption within the broader Temple Health system? What needs to happen to create sustainable change?
The need for change was apparent. If Temple Health were to change the behaviours of their physicians, nurses, and residents, a performance system that aligned competencies to objectives was necessary. Cliff Tironi, managing director of Leadership Analytics Group LLC, which developed the app, and Morewood worked together to customize the DevelapMe app with the employee competencies that mattered most to Temple Health for tracking, such as professionalism, leadership, and interpersonal and communication skills. Tironi and Morewood also worked together to develop a rollout process for the app, which would involve a change management process including training for his team on how to give, seek, and receive real-time feedback. However, Morewood still had questions regarding analytics, particularly how the collected data and feedback matrix model could be used to analyze performance
The feedback culture matrix, generated from the data collected using the DevelapMe app, provided a visual means of analyzing the type of feedback given and received within an organization (see Exhibit 1). The ideal quadrant was the growth quadrant where feedback givers gave a mix of positive feedback as well as negative or developmental feedback. This ensured positive recognition of what people were doing well while providing people an opportunity to improve or grow. Users of the DevelapMe app were plotted on this matrix, where each point confidentially represented a different individual in the organization. The true value came in the macro-level picture of the entire organization. Understanding an organization’s feedback disposition supported a deeper understanding of the organization’s feedback culture.
Morewood laid the foundation for change by starting at the top, informing his senior management of the importance of enhanced 360-degree, real-time feedback. Tironi trained the staff to provide constructive digital real-time feedback. The app was rolled out, and while not everyone participated, utilization was at
This document is authorized for use only by Yohsuke Kagawa in Fall 2022 taught by Leticia Porter, University of Massachusetts – Lowell from Sep 2022 to Feb 2023.

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