Page 379 - CEO Orientation

• Managing current roles with additional transitional work
• Loss of jobs
• Change in pensions, etc.

However, at the same time, there is interest and enthusiasm to meet their new
colleagues and cross-share best practices.

Recommendations:

1. One size does not fit all: Do not strive to have one common corporate culture. There is
opportunity to maintain the uniqueness of each hospital site based on the common
foundation established by the Sisters of St. Joseph, while enhancing each site with the
overarching culture that will ultimately emerge with the new healthcare network.

2. Relationships are the building block of culture: There was a compelling consistency across all
three sites regarding strong working relationships between staff-to-staff and staff-to-
leadership. This provides considerable opportunity to build on a culture of inclusive
teamwork. Explore strategies for leaders, initially, to meet in person for planning sessions and
best-practices sharing. These early interactions will not only assist in breaking down current
barriers to collaboration, but will reduce the degree of rumors and misinformed assumptions
that are presently being perpetuated.

3. Diversity: There was also response uniformity regarding inclusiveness not just with patient
care for the disadvantaged but also with each site accepting varied religions, beliefs and
sexual orientation that move beyond the Catholic orientation of the Sisters. With that brings
opportunity to provide further education and policies such as anti-bullying with more
education for a better understanding of patients and employees’ sexual orientation, and
aboriginal customs and philosophies.

Domain #3: Organizational Values: What is valued and fundamental to the hospital?

As noted in the Our Shared Purpose – Proposal for Voluntary Integration, one of the original incentives
for the integration is the fact that Providence, St. Joseph’s and St. Michael’s all share similar values.

Throughout the assessment, these values were articulated by staff consistently and emphatically as well
as evidenced in the ways they treat one another and their patients.

When asked “What is sacred in your organization?” the key response themes were:
1. Care for the disadvantaged
2. Compassion
3. Human dignity

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