Kathryn L. Bonnette, MHA; Joshua A. Smart, MHA, MBA; Michael A. Morrey, PhD; Dean B. Eide, EdD; Cindy L. Knospe, BSN, RN; Pamela K. White, DNP, RN; Richard A. Helmers, MD
WMJ. 2020;119(3):205-210.
ABSTRACT
Introduction: Consistent and concise communication in a large health care organization that is geographically dispersed is a challenge. Issues often are not addressed with the appropriate individuals in the most timely and effective manner, which results in patient flow disruptions, service gaps, and provider and administrator frustration.
Case Presentation: This report describes the development of a daily leadership huddle with regional leadership and middle management to inform of daily operations, safety, quality, and service concerns, in order to allow for quicker action and issue resolution.
Discussion: Huddles have proven effective in organizations of similar size, but few organizations have attempted a multisite daily huddle.
Conclusion: To ensure their success, key steps must be taken during the formation of daily leadership huddles, including buy-in from leaders and stakeholders at multiple levels. In our organization, the huddles have proven to be a forum for effective communication, quicker issue resolution, and an increased sense of camaraderie.