It is often invisible to outsiders but can be critical, even life-saving: the internal communication within hospital departments is a sensitive and crucial factor for the smooth running of medical care. This includes information exchange within a department, such as between doctors, nurses, administrative staff, and their respective supervisors.
As the name suggests, this communication remains internal. Ideally, it is transparent and formal, but in the worst-case scenario, it can be informal, non-existent, or devolve into gossip and become unreliable. In a corporate setting, this can lead to poor morale due to criticism and rumours. In a hospital, poor communication can directly contribute to errors in patient care. Put simply: silence can cost lives.
Internal Communication and Staff Shortages
Internal communication should be reassessed when considering improvements to working conditions in hospitals. A positive working atmosphere is necessary to alleviate staff shortages, which continue to be a significant issue in hospital care. The shortage of staff only worsens the work environment, adding to the strain.
Therefore, it’s important to treat employees with respect, acknowledge their needs, and communicate challenges at eye level. These are elements of open communication, which is both desired and, to some extent, successfully implemented in hospitals.
This study aims to explore how effective internal communication can be achieved and highlight interesting examples. It will become clear that a positive working environment also improves a hospital's reputation in external communications.
Internal and External Communication
Employees convey their satisfaction with their workplace to the outside world. A hospital with good communication can also attract new applicants. The younger generation tends to favour a more open style of communication. To engage them, embracing digital communication methods is essential. Any potential changes in internal communication must, of course, reach all employees. For more experienced staff, adapting to unfamiliar communication styles can be challenging. Thus, communication must be tailored both to employees and the specific conditions of a hospital. This communication can and should be learned, for example, through training.
"Interpersonal communication in stressful situations should be part of medical training," suggest the authors of a study on teamwork in operating theatres. This concept can also be applied, with some modifications, to internal communication. The study concludes that poor communication increases the complication rate in operations by up to five times. This includes fostering a culture of open dialogue, where errors can be addressed without fear.
Of course, achieving ideal communication in the everyday realities of a hospital is not always easy.
Challenges of Internal Departmental Communication
The complexity of operations, time pressure, chaotic situations, and technical barriers make rapid information sharing both necessary and difficult. This is compounded by the rising pressures of a VUCA (Volatility, Uncertainty, Complexity, Ambiguity) and BANI (Brittle, Anxious, Nonlinear, Incomprehensible) world.
The concept of a VUCA world, which emerged in the 1990s and was expanded with the BANI acronym in 2020, describes a global state where volatility, uncertainty, and fear create unstable career paths and working conditions. This affects both individuals and the ways we work, from disrupted supply chains to confusing new technologies.
Agile Communication in Hospitals and Its Challenges
In response, agility has been proposed as a way to adapt to demands without breaking. Agility can also be applied to internal communication by employing techniques that enable quick responses to changes.
Under this premise, in 2001, software architects developed tools and processes to promote human interaction while adapting to customer needs. The aim was to create software that would flexibly adapt to the communication structure of an organisation. Scrum is one example of this, used in healthcare, albeit under different conditions. Given the fast pace of events and constant emergencies in hospitals, agile management would be particularly beneficial. Interdisciplinary diagnostics could improve patient care in this way.
This form of communication is certainly not facilitated through bulletin boards, which, under time pressure, are not always read and don’t reach all employees. For instance, at Frankfurt Red Cross Hospitals, interdisciplinary teams collaborate.
This example shows the extent to which agile internal departmental communication can have a positive impact on a hospital's reputation and even its finances.
In the interview, Dr Marion Friers, Managing Director of Human Resources, Nursing & Communication, emphasises how she has transferred a concept of corporate management to this hospital that is geared towards employees instead of saving on personnel costs. This goes hand in hand with respectful communication. Because: ‘the more qualified and motivated they are, the better the service they provide to patients. That's why a lot of our work revolves around our employees.’
She can't say for sure whether her approach is successful, but the hospital reportedly has no vacancies in nursing, making it stand out from the crowd of German hospitals.
These Frankfurt clinics are also doing well financially, in contrast to other hospitals, which often have to close. Both in terms of capacity utilisation and staff turnover, they are better off than the national average. And the ratings are excellent.
Dr Marion Friers continues: "If you get people to think and act in a networked way, you end up with the most efficient solution, the best for the patient and also the most economical."
Agility and networking therefore appear to be a good solution for internal communication. Agility is currently being criticised again and it remains to be seen whether the trend will also have an impact on hospitals.
Further Solutions for Internal Departmental Communication
To make nursing handovers more efficient and standardised, the German Hospital Institute offers training using the SBAR (Situation, Background, Assessment, and Recommendation) model. It is estimated that up to 80% of serious errors can be attributed to communication failures.
Video conferencing solutions can help bridge the physical separation of employees and allow for quick team meetings. This is a digital answer to existing challenges.
There are already apps for employees that include updates to work schedules, handover instructions, feedback options, and social contact features, which could be highly beneficial. Staff apps can also simplify communication with both employees and patients. Better communication with patients, in turn, leads to improved treatment outcomes, as discussed here.
Interdisciplinary communication could be the next step and would not be as complex once the tools are in place. Apps like Beefkeeper, Staffbase, or Quiply could be suitable for this purpose. An app compliant with data protection regulations (such as GDPR) would also prevent sensitive patient information from being shared via unsecured channels like WhatsApp or even fax. An intuitive app would make everyday hospital work significantly easier.
Conclusion
Internal communication within hospital departments is a complex and multifaceted issue that has a decisive impact on the quality of patient care. By introducing standardised protocols, regular training, modern technologies, and fostering an open feedback culture, communication can be improved. Ultimately, effective communication enhances patient safety, increases operational efficiency, and creates a positive working environment.
Effective internal communication is vital to minimising errors and ensuring smooth collaboration. This, in turn, increases staff satisfaction and strengthens the appreciation of the employer. It is worthwhile to invest in training and technology to prepare a hospital for an increasingly complex world, while also strengthening its appeal to future candidates.
