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Assessing Your Organization’s Health  181

           Intellectual tasks are more difficult to observe, although you can attend
        work team and task force meetings and review current documents, reports,
        and other analytical displays. You can attend and observe key activities such
        as team meetings, project management activities, sales calls, and/or field vis-
        its. Review and analyze meetings, and compare what is happening against what
        should be happening.
           Work location is a part of work flow analysis. Are the right tasks being done
        in the right place? For example, what are the consequences of validating or
        correcting field data at corporate headquarters rather than in the field? Should
        elements be completed off site by a subcontractor? Should tasks be consoli-
        dated at a single site?


        TARGET 9. EXTERNAL FACTORS INCLUDING
        LAWS, REGULATIONS, COMMUNITY, AND SOCIAL
        OR ECONOMIC CONDITIONS
        Many industries, including pharmaceuticals, medical devices, chemicals, food
        processing, insurance, banking, transportation, and manufacturing, are regu-
        lated by government agencies and laws. As regulations change, they affect the
        way business is done. To analyze the present regulatory climate and how your
        organization responds is a part of the diagnosis. For example, as health-care
        insurance, food labeling, and production become increasingly regulated, the
        laws will affect the way managers conduct both research and development and
        marketing.
           Legal judgments strongly affect future performance. Up to 50 percent of
        the cost of many products (for example, lawn mowers and all-terrain vehicles)
        pays for product liability insurance to protect the manufacturer from lawsuits
        brought by misuse of the product. In the health-care field legal issues almost
        always affect product development and costs. The United States has limited
        capacity to manufacture vaccines for infectious diseases in large part because
        there is a small but real chance, or the perception, that children inoculated will
        contract the disease from the vaccination itself, with possibly fatal conse-
        quences. This was one of the reasons that there was a shortage of the neces-
        sary vaccines during the N1H1 flu outbreak during the fall and winter of 2009
        to 2010 in North America. So even though the vaccine is of great benefit and
        required by local and state public health officials, the damages recovered by
        parents of those few children who have died from the inoculation over the
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