As each relationship in the communication network was dependent on several others for efficacy and efficiency, there had to be some sort of codified an d regulated system. Communications individuals at the department level were responsible for coordinating group communication once every week, using conference calling and other technologies as necessary. Communications individuals at each department were also responsible for meeting with the communications officer at their campus one-on-one every week, and these officers held weekly meetings on Monday mornings. This strategy of detailed management served the organization much better given the complexity of the communications networks and needs within the many parts of the Jewish Home Lifecare organization.
Success in Implementation
As noted above, the change in the communications plan at Jewish Home Lifecare did not meet with immediate success due to the lack of a true strategy for implementing this change. Even after the change was more comprehensively codified and rigidly designed, the project ran into some initial problems. The fact that several departments at various campuses did not have exact analogues had required certain departments with only a subset of shared issues to become involved in each other direct communications networks, and certain individuals felt this led to a poor use of time when they had to hear about issues that did not effect them.
After several complaints in this regard, communications officers discussed the issue at their meeting and agreed that it truly was beneficial from their perspectives to have as much information about the goings-on of other departments as possible, and that even issues at one campus or department that seemed to be unrelated to the issues of another part of the organization almost always had points of overlap or useful comparison. This was communicated to all members of the communication network established by the change, and once the full purpose and scope of the change was understood by all key stakeholders the change became highly successful. Information sharing between campuses and departments increased, and the quality of care as well as the consistency of the organization's responses and operations also became notably higher. This was commented upon by patients as well as staff,...
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