Webber Health · Manager, Ambulatory Operations
You finished your administrative residency and took this job eight months ago. It is your first permanent leadership role. You run operations for one large multispecialty ambulatory clinic — about forty-five people across patient access, scheduling and referrals, day clinic and late clinic. Two supervisors report to you directly; two team leads coordinate the floor through them. One of the supervisors has been here since before you finished high school.
You report to the Director of Ambulatory Operations. Many of the problems you will need to solve extend beyond your own span of control: provider-template changes require Medical and Nursing leadership, enterprise referral rules depend on Patient Access partners, reporting infrastructure depends on Analytics, and additional resources require Finance and senior approval. You also share an operations analyst who supports access, workflow and performance analysis.
You will walk back through the eight months you have already had — month by month, then how you spent the time nobody assigned you.
Answer as you would actually have played it, not as you think a good administrator should.
Webber Health, its leadership and all characters in this simulation are fictional. Any resemblance to real organizations or individuals is coincidental.
Beyond the day-to-day work
Nobody assigned any of this. You had limited bandwidth and you spent it somewhere.
How the same eight months appear in the formal record.
Recommended for continued development in role. — Director of Ambulatory Operations
Review your results, then return to the main session with Dr. Webb.
Review completed choices. Decisions cannot be changed.
Stay on this screen until you are instructed to continue.
Your quarterly scorecard for Ambulatory Operations
What you have heard, noticed and been handed — none of it is on the scorecard
“This is one of the stronger areas in my portfolio. Access is up, complaints are down, patient safety is moving in the right direction, accountability is improving, and leadership activity is exactly where we want it. Whatever you're doing, keep doing it.”
“And people stay. Turnover ticked up a little this year, but my long-tenured staff are still here — some of them fifteen, twenty years. People don't stay that long somewhere they don't feel safe.”
Your own observations across the clinic.
The routines and processes employees work within every day
Based only on what you currently know, where do you think psychological safety sits in this team? Look back at the items you marked as most strongly associated with it and weigh them together — do they point toward a favorable environment or an unfavorable one?
This is your managerial read — not a measured psychological-safety score.
Here’s what informed your diagnosis.
Review your results, then return to the main session with Dr. Webb.
Review completed choices. Decisions cannot be changed.
Stay on this screen until you are instructed to continue.
Your organizational capacity to get things approved outside your own span of control. It reflects the working relationships you built over your first eight months.
You can carry forward at most four actions. No manager can attend to everything at once, so you are choosing under bounded rationality as well as limited capital.
Review your results, then return to the main session with Dr. Webb.
Review completed choices. Decisions cannot be changed.
Stay on this screen until you are instructed to continue.
You have diagnosed the area and taken a treatment forward. Nothing will tell you whether it worked, or whether it holds, unless you decide to watch for it.
For this round, your constraint is management attention. Every method below is available for you to consider, and your political capital is not being spent or measured here. In practice, some approaches would also require organizational support or resources.
After your monitoring period
Review your results, then return to the main session with Dr. Webb.
Review completed choices. Decisions cannot be changed.
Stay on this screen until you are instructed to continue.
What you changed inside the team, what you built outside it, and what that allowed you to do.
Everyone in this room inherited the same team.
Four facets, inferred from your choices in this run. Tap any facet to see which decisions contributed.
Every choice you made, in order, with the situation you were in and the evidence you had.
Please take a short 3-minute survey about your experience with the simulation.