How do you let everyone know about the process change?
1. Create awareness and enthusiasm for the vision of bedside handover. Attentiveness to frequent and specific communication is the key to achieving and sustaining a culture of change. An initial meeting and formal presentation should be provided to the target group of staff to introduce the concept of bedside reporting, allow staff to voice their concerns, and provide opportunity to recruit participants for the working group. The executive sponsor and the core team should also provide public endorsement of the initiative to demonstrate leadership commitment, identify the process change as a key strategic initiative, acknowledge the impact that the change imposes, and actively demonstrate support to those participating in the change process.
2. Build on existing communication methods or channels. Various communication methods should be used to facilitate collaboration, motivate, address concerns, inform and build awareness. Ensuring shift workers receive consistent information is an important part of the overall communication plan. Use of hospital-wide meetings, newsletters, patient advisory committees, leadership committees, special events, staff meetings, educational sessions, posters, paystubs, and other creative methods of communication are effective ways to educate and motivate clinicians and staff. Consider how these methods will be used to provide ongoing feedback during the implementation process and provide progress reports to senior leadership and the target group. Adequate and appropriate information should be provided to patients and families to inform them of the upcoming process improvement event. Use of hospital or unit- centered communication boards, posters or pamphlets are effective as well as collaboration with existing Boards or Patient Advisory Committees. An example of a communication to patients and visitors is located in the resource section of this blog.
Hint: Creating a new, monthly e-newsletter that describes milestones and challenges, recognizes individuals and team efforts, and reinforces the accessibility of the leaders and their interest in staff suggestions for improvement can be an effective tool to engage staff and enhance communication.
3. Use proactive communication to address anticipated challenges. Crucial conversations with frontline staff promote exploration and understanding of individual’s concerns and resistance to change and allow for appropriate problem-solving of potential and actual roadblocks. Consider inviting staff from pilot units to share their experience and expertise.
Hint: Remember to include associated
unions in the communication plan.
4. Identify all key stakeholders including staff, patients, committees, and departments. The core team should develop an overarching communication plan targeting specific stakeholders and strategies to dove-tail with the unit-specific communication plan. Incorporate lessons learned from pilot units to craft your communication messages for others. A sample plan is provided in the resource section of this blog.
The existing communication structure within the organization was utilized to initiate and promote information related to the process change. Various methods of internal communication to staff and patients were used including hospital television, e-newsletters, hospital publications, posters and paystub attachments. A dedicated website and communication board was established and maintained to reflect updates and progress. Specific leadership and patient advisory committees were included in the dissemination of information, as well as associated union groups. Senior leadership organized a formal centre-wide kick-off event to showcase the specific project followed by a finale event to allow the group to present their work and progress.
On the unit level, senior leadership demonstrated their support and direction by attending staff meetings and encouraged dialogue and discussion. Minor changes to existing infrastructure allowed for dedicated space on the medical unit to display ongoing communication to staff and patients regarding the process improvement initiative. A dedicated communication team was assigned the responsibility of maintaining the communication board to ensure current and accurate display of information as well as distributing individualized information updates in the form of bulletins, letters and paystub attachments.
