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best practices in leadership development and organization change phần 10

phòng ban của các quản trị viên và các nhà quản lý đã là xương sống của thành công này. Các sáng kiến cá nhân dẫn dắt bởi một nhà lãnh đạo hoặc một nhóm các nhà lãnh đạo đã được hưởng lợi không chỉ của riêng bộ phận tương ứng, | 428 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE To be sure that everyone was aware of these expectations the president conducted nearly a dozen hour-long meetings over a five-day period. Once again he met with every employee possible. These meetings were repeated every few months for nearly three years. Patient-centered care was the point of these meetings. APPROACH Working with individuals who had been employed at Windber Medical Center for fifteen or more years proved to provide an environment that was not only resistant to change but completely opposed to change. It became evident when the president attempted to demonstrate his commitment to this new philosophy by initiating steps to create the Planetree look. As the walls were transformed from Pepto Bismol pink to new shades of gold and yellow the employees began to react as if their world was collapsing. This was a clear indicator that outside help was needed in this transformation. Several approaches were embraced by management Four employees were chosen from the four areas of employment all staff-level employees to go to the Disney Institute for training. Their expenses were paid and upon their return they began to tell what they had learned to all of the employees of the hospital. A management consultant trained in conflict management was employed to train all of the employees in Emotional Quotient training. Each employee was tested in order to determine his or her personality profile. They then tested their family members and shared with their peers. This training progressed to enable employees to learn how to deal with each personality type. Heads of other departments were given gift certificates and encouraged to go to resorts hotels and restaurants to observe new models of care. These new models were not without critics. At least a third of the managers resented the idea of giving up their power over the patients and their families. Many nurses who were directly connected to the .