A Results Pyramid Case Study in Healthcare Culture Transformation - Aligning Promoted Values with Actual Behaviors:

Introduction:

Colleagues prompted me to share this knowledge about a frequently overlooked cultural phenomenon. My goal is for this guide to offer valuable insights and a method to address it. In this practical guide, we will explore how promoted values within an organization can be aligned with the actual values, beliefs, and behaviors demonstrated by department members. The commitment to investigate and develop a plan of action to align the department's promoted values with the actual values and behaviors of its members was prompted by the review of department metrics. The data illustrated a declining trend of patient satisfaction, department staff morale, and performance, leading to the need for a comprehensive assessment. It is essential to recognize that values inform behaviors, and aligning these aspects can lead to a positive and cohesive work culture. The framework for achieving the breakthrough culture change was Results Pyramid and its associated tools. Going into applying this framework is beyond the scope of this article.

Aligning Promoted Values with Actual Behaviors:

The promoted values of Patient-Centered Care, Compassion, Excellence, Integrity, and Teamwork as defined in the values statement were aimed at creating a culture of care, empathy, high standards, honesty, and collaboration within the medical group department. However, the actual values held by the clinical staff reflected a different picture. For instance, while Patient-Centered Care was promoted as a core value, the actual value demonstrated by the clinical staff may have been more task-oriented, focusing on efficiency rather than patient experience. This misalignment between promoted and actual values can lead to discrepancies in patient care and staff interactions.

In addition to Patient-Centered Care, the other promoted values such as Compassion, Excellence, Integrity, and Teamwork were also defined in the values statement. Compassion was promoted as a value that emphasized empathy and understanding in patient interactions. However, the actual values demonstrated by the clinical staff may have reflected a more task-driven approach, with less emphasis on emotional support and connection with patients. Excellence was promoted to signify a commitment to high-quality care and continuous improvement. The actual values held by the clinical staff may have shown a focus on meeting basic requirements rather than striving for excellence in every aspect of patient care and professional development. Integrity, as a promoted value, highlighted the importance of honesty, ethical behavior, and transparency. The actual values demonstrated by the clinical staff may have reflected instances where shortcuts were taken or information was not communicated transparently in certain situations. Teamwork was promoted to foster a collaborative and supportive environment among the clinical staff. However, the actual values demonstrated may have shown instances of siloed work, lack of effective communication, or a focus on individual performance over collective success.

The misalignment between promoted and actual values was addressed through a series of Results Pyramid workshops and training sessions. These workshops provided a platform for open dialogue and understanding, allowing clinical staff to realign their understanding and practice of the promoted values with their day-to-day behaviors. The integration of Results Pyramid principles into the department's culture led to improved patient satisfaction scores, enhanced staff morale, and a more cohesive and collaborative work environment.

The impact of these workshops and training sessions was evident in the positive outcomes observed within the medical group department, highlighting the effectiveness of aligning promoted values with actual behaviors through targeted interventions.

Identifying the Gap and Bridging It:

As the assessment of the department's metrics revealed the misalignment between the promoted values and the actual behaviors of the clinical staff, a series of Results Pyramid workshops and training sessions were initiated. These workshops aimed to align the department's promoted values with the actual values and behaviors of its members. The workshops provided a framework for understanding the current state of the department's culture, identifying areas for improvement, and developing strategies to bridge the gap between promoted and actual values.

The facilitated values alignment workshops allowed clinical staff to openly discuss their perceptions of the department's values and how these values influenced their daily interactions and decision-making. The workshops also provided a platform for leadership to communicate the importance of aligning promoted values with actual behaviors and to gain insights into the challenges faced by the clinical staff in upholding these values in their day-to-day work.

Actual Outcomes:

Following the implementation of the Results Pyramid workshops and training, a noticeable shift in the department's culture and performance was observed. Clinical staff members demonstrated a better understanding of the promoted values and exhibited behaviors that aligned more closely with these values. Patient satisfaction scores showed a marked improvement, indicating that the focus on aligning values with behaviors had a positive impact on patient care and experience.

Moreover, staff morale within the department improved significantly, with team members reporting a greater sense of cohesion and collaboration. The facilitated values alignment workshops provided a platform for open dialogue and understanding, leading to improved communication and teamwork among the clinical staff.

The integration of Results Pyramid principles into the department's culture also resulted in a more structured approach to decision-making and problem-solving. Clinical staff members reported feeling more empowered to make decisions that were in line with the department's values, leading to increased accountability and ownership of their roles.

Overall, the actual outcomes of the initiative to align promoted values with actual behaviors were overwhelmingly positive, demonstrating the effectiveness of the Results Pyramid framework and associated tools in driving cultural change and improving performance within the medical group department.

Summary:

In this comprehensive guide, we explored the process of aligning promoted values within an organization with the actual values and behaviors demonstrated by department members. We delved into a real-life case study from a medical group department, highlighting the misalignment between the promoted values of Patient-Centered Care, Compassion, Excellence, Integrity, and Teamwork, and the actual values held by the clinical staff. We discussed the steps taken to address and bridge the gap, which included a series of Results Pyramid workshops and training sessions aimed at aligning the department's promoted values with the actual values and behaviors of its members.

The efforts to realign the clinical staff's understanding and practice of the promoted values resulted in improved patient satisfaction scores, enhanced staff morale, and a more cohesive and collaborative work environment within the department. The integration of Results Pyramid principles into the department's culture also led to a more structured approach to decision-making and problem-solving. Overall, this case study serves as a practical example of how organizations can identify and address discrepancies between promoted and actual values, ultimately leading to positive outcomes for both patients and staff.

If you have further inquiries or would like to explore similar case studies, please feel free to reach out. Your feedback and questions are valuable to us, and we are here to provide additional insights into this topic.

Thank you for your interest in this guide, and we look forward to hearing from you.

Russ Davis

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References:

Davis, R., & Cates, S. (2018). Implementation of the OCAI in creating a culture change. International Journal of Business and Public Administration, Volume 15, Number 1, Fall 2018

Schein, E., & Schein, P. (2017). Organizational culture and leadership. 5th edition. Wiley.

Connors, R., & Smith, T. (2011). Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accountability for Results. Portfolio / Penguin