Barbara Norris: Leading Change in the General Surgery Unit

Posted: 22 May 2009 Last revised: 25 May 2009

See all articles by Boris Groysberg

Boris Groysberg

Harvard Business School

Nitin Nohria

Harvard Business School

Deborah Bell

Harvard University - Business School (HBS)

Date Written: March 13, 2009

Abstract

Barbara Norris struggles to address the many problems facing her as a recently promoted nurse manager in the General Surgery Unit (GSU) at Eastern Massachusetts University Hospital (EMU). She has inherited a unit with the lowest employee satisfaction scores and highest employee turnover rate among all of the departments at EMU. Furthermore, her new unit was infamous for its culture of confrontation, blaming and favoritism. The staff that has remained is dissatisfied, unmotivated and not functioning as a team to deliver patient care. In fact, GSU's patient satisfaction scores, although average, had been declining steadily over the past few years. Barbara has been asked by EMU'S Director of Nursing to turn the unit around in the midst of an economic crisis and deep cost-cutting measures throughout the hospital. Where and how should she begin?

Suggested Citation

Groysberg, Boris and Nohria, Nitin and Bell, Deborah, Barbara Norris: Leading Change in the General Surgery Unit (March 13, 2009). HBS Case No. 409-090, Harvard Business School Organizational Behavior Unit, Available at SSRN: https://ssrn.com/abstract=1408588

Boris Groysberg (Contact Author)

Harvard Business School ( email )

Soldiers Field
Boston, MA 02163
United States
617-496-2784 (Phone)
617-496-5271 (Fax)

Nitin Nohria

Harvard Business School ( email )

Soldiers Field
Boston, MA 02163
United States
617-495-6653 (Phone)
617-496-7387 (Fax)

Deborah Bell

Harvard University - Business School (HBS) ( email )

Soldiers Field Road
Morgan 270C
Boston, MA 02163
United States

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