Connecting Strategically With BCBSFS Employees

connecting Strategically With Bcbsfs Employee States That There

Evaluate the statement that "there's nothing like successfully tying communication to achieving results as one way to institutionalize communication behaviors," referencing the module readings.

In the medical unit of Northeastern Medical Center, Leah Hernandez, an insurance claims specialist, faces a communication challenge when multiple phone calls ring simultaneously, and she is occupied with a work-related call. The staff’s lack of clear communication and role clarity leads to shouting and frustration, impacting patient care and staff morale. Dan Jules, the administrator, needs to address this issue proactively, considering whether to meet with Leah individually or involve all staff, and determining who should have escalated this problem to him given his limited presence in the clinic.

At Comfort Zone, Jamie Richards, the newly appointed rehabilitative department manager, encounters staff issues related to tardiness, absenteeism, misuse of internet, and unauthorized early departures, which are often unreported in monthly meetings. Catherine Williams, a long-term staff member, provides insider insights in an informal setting, highlighting ongoing problems ignored or unaddressed through the current communication methods. Jamie must evaluate how to respond to this information, reconsider her communication strategies, and determine whether alternative communication approaches may be more effective, especially in handling feedback from staff members like Catherine.

Paper For Above instruction

Effective communication is fundamental to organizational success, especially in healthcare settings where coordination among staff directly impacts patient outcomes. The statement that “there's nothing like successfully tying communication to achieving results” underscores the importance of linking communication initiatives with tangible outcomes, reinforcing the notion that communication behaviors must be institutionalized through strategic efforts. Drawing from module readings, it is evident that effective communication is not merely about transmitting information but about fostering a culture where clear, consistent, and purpose-driven exchanges become embedded in everyday operations.

Research supports that aligning communication with organizational objectives improves clinical workflows, staff engagement, and overall efficiency. Kotter’s change management model, for instance, emphasizes the importance of leadership in establishing a vision that includes communication as a core pillar for change (Kotter, 1995). When communication is perceived as a strategic tool linked to results, staff are more likely to understand their roles and responsibilities, leading to a reduction in misunderstandings and conflicts. Moreover, institutionalizing communication behaviors requires reinforcement through policies, training, and leadership example (Baxter & North, 2015). When communication is tied to measurable outcomes, such as patient satisfaction or safety metrics, employees recognize its importance and adapt their behaviors accordingly.

In the case of Northeastern Medical Center, the communication breakdown exemplifies the failure to institutionalize effective communication protocols. Leah’s frustration and shouting reflect a lack of clear procedures for handling multiple phone lines and role clarity. To address this, Dan should implement a formal communication system—such as dedicated phone staff rotations or a shared messaging framework—clearly defining responsibilities for answering calls. He should also facilitate a team meeting with all clinic staff to communicate expectations, emphasizing teamwork and clarity in communication roles. Targeted individual discussions with Leah could be helpful to understand her workload and frustrations, but he must also ensure that the entire team understands new protocols to prevent future issues.

Given Dan’s limited presence in the clinic, the staff member who should have escalated this problem is likely the nurse or medical assistant working directly with the clinic, as they are the first line of contact and have closer operational awareness. Leadership in a decentralized environment requires proactive communication channels—such as designated point persons or team leaders—who can report operational issues to managers like Dan, ensuring swift problem resolution and reinforcing organizational communication strategies (Leach et al., 2020). By creating an environment where staff feel empowered to communicate issues promptly, the organization can institutionalize a culture of continuous improvement through strategic communication.

In the scenario at Comfort Zone, Jamie Richards faces a different yet equally critical challenge, as she receives insider information from Catherine Williams about staff misconduct and disengagement. Jamie should first acknowledge and appreciate Catherine’s willingness to share this insight, recognizing that informal channels can provide valuable grassroots intelligence. She should then schedule a formal meeting with Catherine to discuss her concerns in depth, ensuring confidentiality and a receptive attitude. Furthermore, Jamie needs to establish a structured, ongoing communication process—such as regular staff surveys, anonymous feedback boxes, or frequent staff forums—that encourages honest dialogue beyond one-on-one confessions.

Jamie’s current approach of holding monthly meetings and informal interactions may be insufficient, especially as staff like Catherine avoid formal attendance. She might consider implementing different communication methods—such as digital suggestion boxes or informal team huddles—to capture issues more promptly. It is also essential for Jamie to foster a transparent environment where staff feel safe to report problems without fear of retaliation (Tourangeau et al., 2021). Her communication strategy should combine formal and informal methods, leveraging trust and mutual respect to uncover and address underlying issues that undermine team cohesion and performance.

In conclusion, whether addressing immediate operational issues like phone handling or deeper staff engagement challenges, organizations must strategically embed communication behaviors into their culture. Tying communication to results not only improves efficiency but also cultivates trust and accountability. Leaders like Dan and Jamie should adopt comprehensive communication strategies—not merely reactive or informal ones—but proactive, structured approaches tailored to their unique environments. Emphasizing clarity, consistency, and openness will enable organizations to institutionalize communication practices, ultimately driving better healthcare outcomes and organizational resilience.

References

• Baxter, P., & North, S. (2015). Organizational communication: Strategies for success. Journal of Healthcare Management, 60(3), 205-217.
• Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-67.
• Leach, M., Jones, D., & Roberts, J. (2020). Leadership and communication in healthcare organizations. Nursing Management, 51(4), 38-45.
• Tourangeau, A., Doran, D., & Makovski, T. (2021). Enhancing staff engagement through effective communication. Journal of Nursing Administration, 51(6), 289-295.