Stories

The Woodland Hills Intensive Care Unit has built a speak up culture with interdisciplinary rounds on patients. As a result, the team has high morale, low turnover—and its patients suffer fewer hospital-acquired infections.

Regaining control: Shannon Cazinha (left), UBT development consultant, worked with management co-lead Linh Chau (center) and union co-lead Fairy Mills (right) to help their Northwest pharmacy team make improvements that gave members more control over their work.

Wendy Watson manages stress through vigorous exercise. 

Katie Richardson, MD, master juggler: pediatrician, director of Physician Experience for the Colorado Permanente Group, the mom of an 11-year-old daughter—and expert stressbuster.

Solving problems together as a team, such as this one in Georgia, can help keep stress and burnout at bay. 

Deashimikia Williams, a member of OPEIU Local 2, is a customer service representative in Maryland. 

"ALL HERE FOR EACH OTHER": By working together, the pharmacy team built trust and dramatically decreased injuries. Shown here, left to right: Nachelle Walker, Clinical Pharmacy Services manager; Ramee Chambers, a Transitional Care manager; and Chakana Mayo, a pharmacy technician and UFCW Local 770 member who is also the team’s workplace safety champion.

Chakana Mayo, a pharmacy technician and UFCW Local 770 member, is a workplace safety champion for her team. 

Manager Nee Tang cultivates the skills it takes to help workers feel comfortable speaking up.

At first, these frontline workers rolled their eyes at UBTs. But their experiences improving performance and teamwork changed their outlook. 

“Our UBT is very focused on teamwork. When we meet, our badges are off. It’s no longer ‘manager,’ ‘therapist,’ ‘assistant’ or ‘aide.’ Not having the traditional hierarchy has made a big difference. For example, our team had injuries related to patient positioning. We did a project called ‘Gimme a Boost.’ In doing a process map, we learned that one major gap was everyone's understanding of counting and moving on ‘three’ before boosting the patient together. Since standardizing our counting process, our staff has had no injuries as a result of boosting patients up in bed.”
—Victor W. Shen, assistant director, Physical Medicine and Rehabilitation (L.A. Medical Center)