Barbara Norris fights to the many problems with which they promoted recently as a nurse manager in the General Surgery Unit (GSU) at Eastern Massachusetts University Hospital (EMU) address. She has inherited a unit with the lowest scores and employee satisfaction highest turnover rate among all departments at EMU. In addition, their new unit was notorious for its culture of confrontation, the guilt and favoritism. The employees who remained dissatisfied, unmotivated and do not work … Read more »

Barbara Norris fights to the many problems with which they promoted recently as a nurse manager in the General Surgery Unit (GSU) at Eastern Massachusetts University Hospital (EMU) address. She has inherited a unit with the lowest scores and employee satisfaction highest turnover rate among all departments at EMU. In addition, their new unit was notorious for its culture of confrontation, the guilt and favoritism. The employees who remained dissatisfied, unmotivated and does not work as a team to deliver patient care. In fact, patient satisfaction scores GSU, although on average, had steadily decreased over the last few years. Barbara was asked by EMU Director of Nursing to turn the unit around in the middle of a deep economic crisis and austerity measures throughout the hospital. Where and how should they start?
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from
Boris Groysberg,
Nitin Nohria,
Deborah Bell
Source: Harvard Business School
5 pages.
Release Date: 13 March 2009. Prod #: 409090-PDF-ENG
Barbara Norris: Leading Change in the General Surgery Unit HBR case solution