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Communications

Plan
Michelle Marzullo
AET/560
September 14, 2015
Dr. Gregory Dlabach

Introduction
Temple University Hospital
(TUH)

One entity of Temple University Health System in

Philadelphia, PA
721-bed hospital, clinical training site and acute care
cornerstone
Committed to providing access to the highest quality of
health care in both the community and academic settings
Vision to become the premier health system and employer
of
choice in the region

Plan for Change


Outsourcing of Clinical Lab Services
Development of strategic partnership with commercial lab
services provider
Collaborate with partner organization to identify and implement
best practices
Transition non-emergent lab services outside of the organization
Lower costs for both patient and organization

Increase turn-around time and efficiencies of lab services

Need for Communication Plan

Figure 1. Change Communications


Model
(Dublin, n.d.)

Communication Plan Design


Phased design to address specific needs and concerns at
various points within the change process
Preapproval
Developing Need
Midstream Change/Milestone
Confirming Change
Deliver clear, timely and candid messages

Plan Implementation
Objectives
Secure buy-in and
Tools
support from top

Phase I

Face
to face meetings
management
withPRECHAGE
executive
sponsors
Illustrate
how change
Well
designed
action
is
linked
to
APPROVAL
plan
organization
goals and
objectives

Objectives

Explain need and rationale


Tools

Phase II

for
change
Kick-off
Event
Reassure
employees/ease
Hospital-wide
general
anxieties
assemblies (all shifts)
Executive
CREATING
THE
sponsor
letter
to
Clarify
steps
of the
employees
process & patients
NEED
FOR CHANGE
FAQ
Sheet
Create
a sense of urgency
Staff Training
& enthusiasm amongst
staff

Objectives

Phase III

Tools
Inform employees of

Weekly
update emails
progress
Updates in monthly newsletter
Obtain feedback on
Department briefings/huddles
attitudes & issues
SharePoint site/blog
Clarify new
roles and
Employee
Feedback/
structures
Satisfaction/Engagement
Surveys
Staff
Contest
Training
rumors and

MIDSTREAM
CHANGE/MILESTON

ES
misconceptions

Phase IV

Tools
Objectives
Press Releases

Inform employees and


Billboards/Postcards
community of success
In-house signage
CONFIRMING
THE
Celebrate the change
Employee
Prepare
for next change
CHANGE
recognition/celebration

Necessary Technology
Organizational websites (internet
and intranet)
SharePoint site for change initiatives
Blogs
Online Surveys
Email server & employee email
addresses
Online meeting and video
conferencing software/hardware
Learning Management System

Testing Plan Effectiveness & Impact


of Managements Response to Change
Evaluation & Observation

Benchmark comparisons
Focus Groups
On-unit observations
1:1 Interviews

Data Collection & Analysis

Surveys employee and


patient populations

Follow-up phone calls to


patients

Patient Visit Metrics


Hospital revenue and
expenses

Website traffic & metrics

Generating Feedback for


Continuous Improvement
Ongoing, honest and timely two-way communication process
After Action Reviews
Identify strengths and areas of deficiency
Maintain and sustain positives
Improve performance

Performance Assessments
Self-appraisal
360 Feedback

Addressing Negativity
Recognize and respect peoples views, opinions and

feelings
Actively listen both to what is being said and NOT said
Communicate openly, honestly and in a timely manner
Involve employees in discussions, decisions and solutions
Solicit feedback both positive and negative
Use incentives/rewards for positive behavior and
performance

Affecting Organizational Change


An well-designed, effective communications plan will:
Provide a supportive framework for change
Minimize the effects of rumors, negativity and
misconceptions
Build momentum and enthusiasm
Increase commitment, engagement, productivity and
performance

References
Adenle, C.(2011).12 reasons why employees resist change in the workplace.Westminster City

Council.Retrieved from http://catherinescareercorner.com/2011/07/26/12-reasons-why-employeesresist-change-in-the-workplace/


Dublin, L.(n.d.).What we have here is ... failure to communicate..Retrieved from http://
performancexpress.org/0607/mainframe0607.html
Heathfield, S. M.(2015).How to reduce resistance to change.Westminster City Council.Retrieved
from http://humanresources.about.com/od/resistancetochange/a/how-to-reduce-resistance-tochange.htm
Tupper, C., Deszca, G., & Cynthia, I. (2012). Organizational change: An action-oriented toolkit (2nd
ed.). Thousand Oaks, CA: Sage.
Westminster City Council.(2011).Evaluating your communication tools.Retrieved from
http://www3.westminster.gov.uk/Newdocstores/publications_store/communications/evaluating_your
_comms_aw_lr-1319206316.pdf

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