How can I conduct counter intelligence in an environment where every major planning decision that I make is public knowledge?

Tom needs to consider the fact that every competitor will know about their decision as an advantage. Indeed, the knowledge being public implies that the medical center can use that as an opportunity to demonstrate that it has the interests of the public at heart since it will be implementing their proposals. Moreover, making the plan public allows for the organization to gather information on the needs of the public, which if it uses properly, will translate into more competitive advantage as its patronage is more likely to improve. The public nature of the strategic plan will also allow Tom and his committee to understand the things that please the public and those that do not. Thus, by making the strategic plan public, the WUMC should focus on the people that matter and not the competition. Whereas it is difficult to keep the environment competitive due to the fact that everything is public knowledge, Tom should do a balancing act that sees him keep the medical center’s competitive advantage, meet the community needs and align with the ordinance so that every stakeholder is kept happy.

References

Pennel, C. L., McLeroy, K. R., Burdine, J. N., & Matarrita-Cascante, D. (2015). Nonprofit hospitals’ approach to community health needs assessment. American journal of public health, 105(3), e103-e113.

Simendinger, E., Muilenburg, R., & Jones, S. (2001). Community Involvement in a Major Institutional Master Plan. Journal of Healthcare Management, 46(2), 78. https://doi- org.lopes.idm.oclc.org/10.1097/00115514-200103000-00003