How to Transform a Health System's Organizational Culture and Hardwire It for the Future.
Organizational culture is a critical driver of workforce and patient experience, yet health care institutions often struggle to sustain their desired culture over time. In 2017, Vanderbilt Health identified inconsistencies in expected workforce behaviors through patient feedback, prompting the creat...
| Publicado en: | NEJM Catalyst Innovations in Care Delivery Vol. 7; no. 5; pp. 1 - 2 |
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| Autores principales: | , , , , |
| Formato: | Journal Article |
| Publicado: |
New England Journal of Medicine
May2026
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ccm&AN=193403546&site=ehost-live header: @attributes: shortDbName: ccm uiTerm: 193403546 longDbName: CINAHL Complete uiTag: AN controlInfo: bkinfo: dissinfo: jinfo: jid: 26420007 MC92 jtl: NEJM Catalyst Innovations in Care Delivery issn: 26420007 maglogo: N pubinfo: dt: May2026 vid: 7 iid: 5 pid: 388 pub: New England Journal of Medicine place: Waltham, Massachusetts artinfo: ui: 193403546 10.1056/CAT.25.0332 193403546 ppf: 1 ppct: 1 formats: tig: atl: How to Transform a Health System's Organizational Culture and Hardwire It for the Future. aug: au: Carlson, Brian Lorenzi, Nancy M. Sternberg, Paul Hennessy, Cassandra Liu, Dandan affil: Vice President, Office of Patient Experience, Vanderbilt Health, Nashville, TN, USA sug: subj: Organizational Culture Health Facilities Workforce Patient Centered Care Management Styles Communication Leadership Health Facility Administration ab: Organizational culture is a critical driver of workforce and patient experience, yet health care institutions often struggle to sustain their desired culture over time. In 2017, Vanderbilt Health identified inconsistencies in expected workforce behaviors through patient feedback, prompting the creation of a strategic cultural renewal initiative. The resulting program, Defining Personalized Care, had a 4-year road map of seven e-learning modules designed to reinforce core values and improve interpersonal behaviors across the workforce. Over 39,000 employees voluntarily participated, achieving an 80% completion rate. This single-center pre-post study revealed statistically significant improvements in patient experience scores, particularly in the communication and courtesy domains. The initiative demonstrated that engaging, relevant content combined with visible support from leadership can drive voluntary participation and generate measurable outcomes. This case study offers a replicable framework for health care organizations seeking to hardwire their cultural expectations and align workforce behaviors with patient-centered care goals. pubtype: Academic Journal doctype: Journal Article ougenre: Article language: English refInfo: holdings: @attributes: islocal: N |
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