High-Performance Culture in Healthcare
The project presupposes creating a unique performance culture in healthcare focused on improved outcomes. For this reason, it is vital to design a specific culture to support the incentive and ensure the success of the project. First, the architecture of the planned framework focuses on structuring and organizing the staff to create the demanded culture. It requires the emphasis on the continuous assessment of skills, competencies, and experiences among specialists to form the basis for their improvement. This assessment will help to outline the gap in knowledge and offer additional training to ensure employees meet the high demands of quality and performance. Moreover, the staff’s work should be organized following the current clients’ needs and most frequent requests or complaints. It will ensure that all workers are trained, prepared, and taught about the peculiarities of a new culture.
Establishing a new framework also demands using basic assumptions to determine the scope of practice and outline major milestones. Regarding the project, these include attitudes, values, and beliefs. These three aspects should guide the work of staff and serve as the central criteria for decision-making. To create a high-performance model, it is vital to introduce a system of constant results monitoring and policies guaranteeing rewards for enhanced performance and the ability to meet clients’ needs (Jacobs & Crockett, 2021). Moreover, workers should be encouraged to involve in additional training to ensure they possess all skills and competencies vital for their ability to work within the existing culture. The proposed system will use the results of performance monitoring to signalize the need for additional training or consultations to create the basis for new improvements and progress, which are an integral part of the new framework.
Communication
Establishing a new culture also demands effective communication with stakeholders and employees to ensure they realize the central message, ideas, and designed outcomes. First, it is vital to formulate the leading concept:
Creating and introducing a high-performance culture in healthcare can result in improved outcomes and higher client satisfaction.
This message can be delivered by using specific channels. First, stakeholders and clients can be informed by using social media, which is one of the most potent tools nowadays (Jacobs & Crockett, 2021). It allows multiple individuals in various regions to understand the central message and benefit from following the new culture. Employees can be informed using another channel, which is the organizational network or specific meetings. It will help to share the main facts with them and prepare them for future change.
Following the Herrmann Whole Brain model, it is vital to affect all brain areas to ensure that people understand the message and accept it. For this reason, it is essential to influence the analytical, interpersonal, holistic, and organized areas to deliver the central idea (Herrmann & Herrmann-Nehdi, 2015). First, appreciating and rewarding employee of the month regarding performance showings will help to influence one of the areas and ensure a better vision of culture is acquired. Second, visual images in media supported with statistical examples of benefits linked to a new culture will have stronger effects on other aspects, such as logic and analytical ones. Finally, remaining stakeholders can be attracted by outlining the pros of a new system and its ability to promote positive change. In such a way, the following model can be proposed for communication:
- focus on benefits
- cooperation
- rewards for performance
- planned change
Following the model, the positive outcome and results can be promoted.
References
Herrmann, N., & Herrmann-Nehdi, A. (2015). The whole brain business book (2nd ed.). McGraw-Hill Education.
Jacobs, J., & Crockett, H. (2021). Designing exceptional organizational cultures: How to develop companies where employees thrive. Kogan Page.