Page 384 - CEO Orientation

7. If you can’t share content, share context: Staff repeatedly asked to be told something, even if
it is “We have no news at this time” rather than no communication at all. The key to helping
employees develop shared meaning about the integration is to focus on establishing context.
This useful communication approach helps employees shape a more nuanced understanding of
a change and how it relates to their own experience especially during highly stressful periods of
transformation.

While specific information about roles, restructuring or relocation may not be available, the
new health network can help contribute to staff engagement by investing in communicating
about context. This may include explaining the look of the new network or the competitive and
regulatory drivers behind the integration.

8. Leverage the rituals that currently exist: Within the “values” domain, employees noted many
rituals, social events and recognition programs. As social beings, we are profoundly influenced
by social cues – like the kinds of behaviors that are celebrated, the language that has currency,
and the actions that can lead to celebration or rejection. The communications strategy needs
to effectively tap into each organization’s social capital – those naturally occurring rituals and
relationships that make ideas and behaviors spread. This is an effective way of ensuring that
the integration takes root and thrives in the long term.

9. Measure. Learn. Refine: Communicators need quick access to real-time information on how
change communication is being received during the integration process. This is critical in order
to understand what messages and tactics are effective, what sources of information are
trusted, and the nature and scale of employee concerns.

A commitment to evaluation is particularly important because a changing organization is a
learning organization. Understanding public signals of working toward continuous
improvement through measurement can help reinforce a shift in culture. Consider quarterly
“pulse checks” with online staff surveys to gain information on the change communication
activity and enable course corrections as needed.

Domain #6: Staff Retention, Recognition and Wellness: An organization’s efforts to
ensure staff have the requisite support to represent the hospital’s culture in a healthy
environment

During a time of change and transition to new leadership, revised processes and building different
relationships, traditions and support programs for employees can provide security.

The feedback within this domain was again uniform in its message across all three sites: Recognizing
staff and leadership for their daily contributions to patient care and the operational efficiencies of the
hospital is viewed to have significant meaning and is an important enabler of the core values.

10