1) Hospital Dialysis Unit

2) High-Tech Manufacturing

3) Manufacturing Company

1) Hospital Dialysis Unit

Presenting Problem

The VP of the division asked Anna Maravelas of TheraRising to resolve a conflict on the dialysis unit that centered on the three leaders of the unit; the head nurse, the assistant head nurse and the supervisor of the technicians. Because the conflict compromised patient safety, the VP decided that without a quick turnaround, she would be forced to close the unit and ask the medical staff to take their patients to another facility

Fact Finding and Actions

TheraRising interviewed the three leaders privately and discovered that all three felt they had the majority of staff approval and support. With the three leaders’ permission TheraRising conducted confidential surveys to assess the actual reactions of the employees.

After the surveys were returned and combined, the leaders were called together and given the results. The leadership team was taken aback by the extremely critical nature of the staff comments, which were aimed at all three leaders for compromising patient safety and abandoning their leadership responsibilities to carry out personal vendettas.

The leader’s efforts to salvage their careers at the expense of the other two supervisors had clearly failed. The team was easily convinced that the only way they could save their reputations was to make their unit a “best-practice” model of hospital care. Covenants were written between the leaders to govern future behavior, particularly regarding their joint leadership roles.

At a later date the entire dialysis staff (nurses and technicians) were taken off-site for team building and an opportunity to repair negative group norms that had arisen during the leadership conflict. The leadership agreements held for three years until two leaders left for positions at other facilities. Currently the unit continues its critical role in comprehensive patient care.

Outcome

Rather than having to close, the dialysis unit regained its professional standards, and continues to contribute millions of dollars to the operating budget.

Cost: Approximately $18,000    Return, year one: $2.5 million

We can help your staff shift from personality-based problem solving to a
process-oriented approach, end the “circular-firing squad,” capture fantastic
savings and enhance morale and retention.

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