When Culture Saved The Day: Organization Culture And Crisis Management

Abstract

This descriptive case focuses on a health care organization’s approach to building an intentional organization culture and how that work contributed to the organization’s ability to survive a crisis. Regional Hospital experienced a disaster on a scale few other hospitals have survived – a flood of historic magnitude severely damaged the hospital, forcing it to close its doors for the first time in its 90-year history. In a matter of minutes, the flooding destroyed several critical functions and systems, including the laboratory, pharmacy, information services, food services, and the mechanical and electrical systems. When all was said and done, Regional Hospital incurred more than $200 million in damages, although this figure was not known for many months. Outside evaluators estimated that it would take 18-24 months for the hospital to reopen, yet Regional Hospital was able to accelerate that timeline, reopening in only five months. Equally significant, during the five-month shut down, Regional Hospital did not lose a single employee or member of its medical staff.

Many factors and actions played a role in shaping the hospital’s ability to get back on its feet in such an amazing timeframe - not the least of which was the creativity and resourcefulness of the leadership and the employees. Regional Hospital’s senior team had well-honed leadership skills built through a decades-long commitment to leadership development. The employee group demonstrated the intrinsic motivation and loyalty associated with a highly engaged workforce. The employee group also displayed a remarkable capacity for flexibility, self-direction, and teamwork.