Cultural change

A struggling health care organization sought support to create a more ‘compassionate business” culture based on healthy, caring, personal, and professional accountability and open communication. The initial focus was to increase their effectiveness to communicate the grave realities and strategic direction critical for sustainability.

Change Orientation sessions were created and facilitated to align all employees with the new strategic objectives and corresponding cultural shifts required. Work teams comprised of key stakeholders were created to research and develop action plans for executing the three most critical strategic initiatives. New structures were established to enhance communication and provide ongoing education and coaching for the managers and the teams. Senior leaders served as team sponsors.

The 5 Dynamics tools were employed to fortify leadership team dynamics and optimize team performance. 5 Dynamics interpersonal reports provided additional support for ongoing leadership coaching across the levels.

As a result, the organization realized across the organization, people demonstrated an increased ability to accept change as a necessity and a constructive reality. Clinical staff’s morale shifted and improved across the different clinical specialties. The staff experienced less alienation and more unity. Informal leaders emerged and became invested in the change initiative. Two-thirds of the teams achieved their objectives producing action plans for the strategic initiatives that would have sizable impact on changing the culture to one more conducive for fiscal health.

Senior leaders strengthened their effectiveness in communicating strategic priorities. They clarified their roles in guiding the change, and increased their personal investment in coaching other organizational leaders. Communication among the leadership levels as well the clinicians improved. Some obstacles were eliminated allowing the clinicians to move forward embracing new processes and cultural norms. An effective organizational structure was created that engaged employees from the executive to the line levels in assuming ownership for the change, and driving it forward.