Page 377 - CEO Orientation

the requisite support to represent the hospitals culture in a healthy environment
 Learning and Development: What is valued and fundamental to the learning and
development and what should be maintained
 Organizational Capacity: The current capacity for additional change as it relates to the
integration process – engagement vs burnout

A Common Bond Runs Through It

Not surprisingly, the overwhelming common thread between this hospital trifecta is that each was
founded by the Sisters of St. Joseph and have deeply rooted priorities grounded in the mission of
Catholic healthcare. Over the years, each hospital has evolved in unique ways, however, all share a deep
respect for the intrinsic value and dignity of every human being and continue to deliver on the Sisters’
long-standing mission of caring and support with an emphasis on the most marginalized or
disadvantaged in the community.

Findings and Recommendations:

The following is based on the information collected under the established eight domain categories:

Domain #1: Organizational Culture: A perspective regarding the history and culture of
each organization and Domain #2: Uniqueness: Qualities that are unique to the organization

The continued influence of the Sisters of St. Joseph is a consistent theme across all three sites and
is represented daily in the “Way we treat our patients and the way we support each other.” Each
site is exceptionally proud of this heritage and continues to honor the Sisters’ approach to the
“value of human dignity” as is evidenced by the uncannily similar responses within this domain.

This indicates a very strong foundation to build a successful integration upon, however, it is
important to recognize that as much as there is a shared history, each hospital demonstrates
these values in slightly different ways.

Going forward, it would be advisable for each organization to retain many of the current elements
that represent their history while at the same time creating an all-embracing culture for the new
health network.

Current State:

It is important to note that as assessment information was being gathered from staff and
leadership, integration communication was distributed that included a copy of the new
organizational chart. The response to this was very distinct at each hospital and certainly had an
impact on the opinions of staff and leadership regarding the integration. To put it in context:

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