A surgical department within a large teaching hospital

The Challenge

New pressures and demands threatened to disrupt the department’s ability to attract and retain the world’s best talent.

Facing ongoing disruptions in healthcare and higher education, the department was experiencing new pressures and demands with the potential to impact their status as a global leader, competitive employer, and source of cutting-edge research and innovation. Leaders recognized departmental culture change as a keystone to meaningfully address these challenges and achieve the department’s goals.

he Barrett Model maps 120 values to seven levels of consciousness to provide quantitative insight into an organization’s Current Culture, Desired Culture, and the personal motivators of it's people.

The Barrett Model maps 120 values to seven levels of consciousness to provide quantitative insight into an organization’s Current Culture, Desired Culture, and the personal motivators of it’s people.

THE APPROACH

A culture assessment and in-depth leadership alignment discussions revealed opportunities to empower department faculty and residents.

Duration of Support: November 2021 – July 2022

  • THRUUE worked with department leadership to administer a Culture Values Assessment (CVA) to department faculty and residents.
  • THRUUE analyzed the CVA results to reveal culture themes and facilitated action sessions with department leadership, faculty, and residents to co-develop recommendations for action to achieve the department’s goals
  • THRUUE and department leaders found that faculty and residents value and are motivated by excellence, leadership, and making a difference; however, recent growth was resulting in bureaucratic and hierarchical structures within the department and broader institution that were stifling adaptability, innovation, and wellbeing.
  • Faculty and residents were calling for a long-term perspective or vision for growth as an anchor for continued growth and change; more space for adaptability and innovation within existing systems; and greater departmental cohesion across divisions and geographies
  • To address these needs, THRUUE developed a comprehensive report including quantitative and qualitative survey insights, a four-part culture roadmap, and associated action recommendations for the department. Recommendations also included considerations for institution-wide change
The Top Personal Motivators Among Faculty and Residents Included:
  • Caring
  • Compassion
  • Accountability
  • Humility

Diversity was the #1 value recognized in the current culture

THE RESULT

Department leadership is taking targeted action to strengthen satisfaction and retention by improving cross-department communication and addressing processes currently limiting faculty empowerment.

  • Grounded in THRUUE’s culture analysis and recommendations, department leadership is collaboratively developing and declaring a departmental vision for growth to unify and align the team across divisions, geographies, and disciplines.
  • A culture team has been created to make progress against the culture action plan and continually elevate culture challenges on a regular basis.
  • Specifically, efforts are beginning to increase cross-departmental cohesion and collaboration through strengthened communication, information-sharing, and celebration of successes and best practices.

“As we emerge from COVID, our department is now at a place of significant change. THRUUE brought work, insight, and expertise that helped us think critically about who we are, who we want to be, and how we convert our desired culture into our actual practice. THRUUE’s expertise in organizational culture and healthcare helped us think critically about not only ourselves as a department, but our role in the larger institution and the healthcare ecosystem. They gave us the data and framework to not only identify who we want to be, but also to celebrate who we are and what great, mission-driven people we have. The rigor and inclusivity of THRUUE’s approach helped us demonstrate to faculty and residents that we take the need for change seriously and are committed to taking action.” 

– Department Director

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