Communication to organization communicating the

Communication to Organization
Communicating the progress and outcomes of the change during planning and
implementation are crucial aspects of being a team leader. Open communication and being
transparent are key concepts of patient and family centered care. Transparency by the
multidisciplinary team with upper management and leadership, nurses, physicians, patients,
family members, and the public is imperative to the success of change implementation.
Communication to the Target
Population:
Method of Communication Intended Outcome of
Communication
Upper Management and
Leadership
The Nurse Manager or Team
Lead will be a liaison between
the team and upper management.
Weekly reporting to upper
management will include
reviewing meeting agenda and
minutes, current progress on
organizational changes, and list
of teems needs/requests.
Up-to-date information provided
to upper management provides a
forum for the exchange of ideas
and suggestions. Keeping upper
management abreast of team
accomplishments or setbacks
allows for transparency.
Nurses, Ancillary Staff, and
Physicians
The Nurse Educator will develop
and implement in-services
education on the change strategy.
In-service education will be
conducted on the units and
Transparency with all
stakeholders allows for
acceptance of the change
process.
Including employees throughout

ORGANIZATIONAL LEADERSHIP 13
utilization of online NetLearning
to ensure broad coverage of
information insemination.
Progress/update emails will be
sent to ensure all staff members
are apprised of the members of
the team, progress of the change
strategy, and how PFCC is being
incorporated into the change
process.
the change process ensures
understanding and accountability
of the intended change within
the organization.
Providing regular process
change progress emails, allows
employees to voice concerns and
questions about the changes,
allowing the team to prepare to
combat these challenges.
The Public, Patients, and
Families
The Team Lead with assistance
by other team members will
maintain updated information
for the hospital’s website, media
platforms, and electronic
newsletters regarding the change
strategy.
The Informatics Nurse will help
track team progress on a
monthly basis. Marketing that
welcomes participation from
patient and families on an
advisory council will be sent out
to reach a vast, diverse group of
participants.
Brochures will be available in
hospital common areas to
promote the change strategy and
engage additional interest.
As an informative tool for
communication, the public will
be able to see the goals of
the process change strategy.
Transparency of the progress of
changes will provide the public,
patients, and families with
confidence in their healthcare
team.
Tools for the Team
The Keirsey Temperament Sorter (KTS) is a self-assessment questionnaire that was
designed to help a person to better understand who they are, why they do what they do, and how

ORGANIZATIONAL LEADERSHIP 14
to build effective relationships (About Keirsey Assessments, n.d.). The KTS can help identify
habits of communication, characteristic attitudes and values, the types of contributions one
makes in the workplace, as well as strengths and shortcomings of a person. The KTS can help
individuals understand how their temperament guides their behavior.