Ohio State University Comprehensive Cancer Center: A Case Study in Team-Based Program Effectiveness
Summary
At The James, part of the Ohio State University Comprehensive Cancer Center, the leadership recognized the need to foster a culture of collaboration, communication, and teamwork among its staff to enhance patient care and operational effectiveness.
The James is one of the nation’s largest Cancer Hospitals. Its medical staff and 2,000 employees see over 15,000 inpatients and 400,000 outpatients each year, treating some of the most complex, challenging cancers. § The Operating Rooms at the James handle over 12,000 surgeries each year. It is a complicated work environment filled with pressure, and sometimes challenging interprofessional relationships, with a constant concern for patient safety.
Collaborating with J3P Health, The James initiated a team-based program focusing on improving communication, teamwork, and leadership skills among 12 team members. The program included assessments, interactive sessions, and coaching to build a cohesive and high-functioning team environment.
The program led to substantial improvements in team communication and cohesion, contributing to successful pandemic response and achieving Level I Employee Engagement Scores. The initiative also helped in establishing a culture of trust, accountability, and effective problem-solving.
Challenge
The James was facing challenges in maintaining effective communication and teamwork within its complex and high-pressure environment. The leadership sought to create a positive and productive work culture to attract and retain the best staff while ensuring patient safety and staff emotional wellness.
Approach
The transformative program at The James, under the guidance of J3P Health, was meticulously structured to enhance team dynamics and operational efficacy through a series of strategic steps:
Step 1: Engaging team in understanding challenges
This initial phase involved facilitated group discussions to express goals, frustrations, and identify barriers. It focused on understanding the cultural, team, and behavioral issues impeding progress and created a platform for open dialogue. The group, in an open and productive discussion, pinpointed the following issues:
Effective messaging and communication
Building trust
Role clarity
Change resistance
Creating a sense of accountability
Communication/relationships
Conflict management
Creating a sense of “team”
Lack of experience developing people
Delegation skills
Step 2: Operational and process issue plan
In this phase, the team took ownership of addressing operational and process challenges within their control. They developed structured plans and solutions for each identified issue, fostering a sense of responsibility and proactive problem-solving.
Step 3: Interactive team learning
The program incorporated the J3P Healthcare Professional Success Guide Assessment, enhancing participants' self-awareness. Training sessions spanned various themes including delegation, leadership, team psychology, communication, and change management, emphasizing practical application and team learning.
Step 4: Coaching for leadership and team skills
Specialized coaching played a crucial role in this program. The group worked closely with coaches to apply learned concepts to themselves as individuals, which in turn, helped each person work more work effectively as a team member.
The three leaders in senior positions engaged in several group coaching calls to focus on collaborative problem-solving and strengthening leadership dynamics.
Through these steps, The James’ program succeeded in evolving its team dynamics, fostering a culture of effective communication, collaboration, and heightened patient care.
Results
The program's impact was profound and multifaceted:
Enhanced Team Dynamics and Communication
Improved team communication and cohesion, leading to an especially effective pandemic response.
Elevated Employee Engagement Scores
Significant increase in employee engagement scores, achieving Level I status within six months.
Positive Feedback and Improved Leadership
Participants reported improved communication, teamwork, trust, and conflict resolution abilities.
The Road Ahead: Sustaining Culture and Performance
The success of the program at The James underscores the effectiveness of J3P Health's approach in building cohesive teams and enhancing operational performance in healthcare settings. Future plans involve expanding this model to more of the perioperative team, continuing to invest in team development and leadership skills to foster a culture of excellence and collaboration.
“Our perioperative leadership team better understood the strengths of our entire new team through this process. The additional information allowed us to more effectively focus efforts where needed and let our staff operationalize what they had learned into our COVID 19 response.”
Joel Mayerson, M.D., Chief, Orthopaedic Oncology, Medical Director, Perioperative Services AT Ohio State University Comprehensive Cancer Center
