Page 3 - The Phases of Culture Change

journey, so review and develop yours as needed to ensure they are compatible with your organization’s new goals. This is another opportunity to get everyone involved.
At Leelanau Memorial Health Care Center in Northport, MI, the staff was primarily responsible for developing the home’s new mission and vision state- ments—to delight our customers and to create a place where everyone can grow and thrive. Concise and all encompassing, the statements are
instrumental in defin- ing the way culture change at the home continues to evolve, says Jayne Bull, Administrator.
“All of a sudden (we have) permission to do things with people that (we) never had before...like imple- menting English as a Second Language or a wellness program for employees.”
Develop Plans for Construction, Renovation
Though not essen- tial to culture change, construction and reno- vation can greatly expe- dite efforts to create a home environment that is compatible with the special needs of the elderly. Work closely with architects and contractors to sensitize them to those needs.
In designing a $10
million construction
and renovation project
at Meadowood Health
Center in Worcester, PA, a team of 25-30 people regularly met around the table. Represented were residents, all levels and departments of staff, board members, construction contractors, an interior dec- orator, a civil engineer, and special con- sultants on dementia and the Eden Alternative.
The administrator and each depart- ment head spent hours going over every detail with the architect—from light switch placement to how the mirrors are hung—to design a more convenient liv- ing space for residents. Communications with residents and front line staff, was critical throughout the process, says Jenny Sheckells, Administrator.
At Meadowlark Hills in Manhattan,
ARTICLE REPRINT
KS, CEO Steve Shields went even further, requiring that the architect be admitted for three days as a resident of the nursing home. The young architect was placed in a wheelchair, told not to use her left side and her glasses were smeared with Vaseline. With everything from towel racks to light switches out of reach in her dimly-lit room, she was at the mercy of others to bath, dress, feed and assist her on the toilet.
After three days the woman was furi-
elders, following the proven models of self-directed work teams and cross- trained workers.
Eliminate departmental barriers, flat- ten the organizational chart, give work- ers permanent assignments and leaders will emerge—leaders not by title but of heart who connect with their coworkers, residents and family members. These connections help elders feel more secure and foster personal responsibility and fulfillment among caregivers. Be open
Helen Hyres and Reggie cuddle up in the family room at Meadowlark Hills.
Photo by Shari Brown
then, to the follow- ing possibilities.
Self-directed Work teams
This should already be part of your inves- tigation during the Study Phase. If more information is need- ed about organiza- tional design, pick up the phone and interview key indi- viduals where self- directed work teams are operating suc- cessfully.
Ask questions that will help you deter- mine: Are self-direct- ed work teams vital to your shift in mis- sion, goals and cus- tomer satisfaction? Are the necessary resources available? Are the employees ready to be empow- ered? Are their func- tions interdepen- dent? Can the switch to teams be made without losing momentum and cre- ating a business cri-
ous, not at Shields but because of the cold, unnatural surroundings in which many seniors are forced to live.
“We should have done it only for 24 hours because I think we almost impaired her mental health,” says Shields. Nonetheless, the exercise suc- ceeded in emotionally and dramatically sensitizing the architect to the urgent design needs for the elderly.
Determine Organizational Structure
In any culture change strategy it is important to be as supportive of the staff caregivers as of the residents who receive care. This is best accomplished by mov- ing leadership as close as possible to the
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sis? Are they open to and capable of self- directed teams? Will work teams be implemented throughout the company or only in specific areas? If specific areas, what is the rationale for partial imple- mentation? Will employees accept this? Can we move towards it gradually?
Cross Training Employees
Consider creating some form of uni-
versal worker position or training every- one as a Certified Nursing Assistant. This will enable workers to step out of rigidly defined roles to meet the immediate needs of the residents.
Lyngblomsten Care Center uses a form of universal worker called a “gener- alist” to assist elders in its Swedish style
©2008 Action Pact, Inc. This article is reprinted with permission from Culture Change Now! Magazine, Volume One.
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