Building a Culture of Excellence within the DeWitt Health Care Network

摘要

The DeWitt Health Care Network, per the Base Realignment and Closure law, is endeavoring to evolve trom a 44-bed community hospital with minimal specialty capabilities into a world class, state-of-the-art 120-bed hospital that will be one of the two primary military medical treatment facilities in the National Capital Area Medical Joint Task Force (JTF CAPMED). The command team sought to change the culture of the facility. The Command questioned whether an actual culture change emerged or if the improvements in the current metrics were a product of mere compliance. The purpose of this work is threefold: 1) introduce the Organizational Culture Assessment Instrument as the best possible tool for measuring and assessing the current culture and development of the Culture of Excellence; 2) measure and assess the current culture in the Family Health Center as a preliminary example and baseline; and 3) delineate a plan for the implementation of the strategic objective of inculcating a Culture of Excellence in time for the moving into the new hospital in September 2011. The Organizational Culture Assessment Instrument, administered to the Family Health Center at the DeWitt Army Community Hospital, revealed a current (now) culture profile of Hierarchy and a future (preferred) culture profile of Clan. The recommendation is that the Culture of Excellence be predominated by the Clan profile tempered with some aspects of the Hierarchy and Market profiles. The transition period will also include Adhocracy profile traits which will allow for adoption of new ways without creating internal conflict.