Biggest challenge: "The biggest challenge was buy in, which is a problem everywhere," Lopez-Batiste said. "They tell you to implement the 80/20 rule [focus on the 80% who want to be involved, not on the 20% who don't], but it's really hard because negativity is infectious."

Advice to other teams: "While promoting the change, you want to focus on teamwork," Lopez-Batiste said. If teamwork is addressed, staff is more willing to complete these tests of change. What we've been doing is, we've held two breakfasts, paid for out of our own pockets, where we make them aware of our metrics and our tests for change. We plan to hold breakfasts and ice cream socials quarterly."

Background

The Internal Medicine department in Harbor City needed a boost: Staff members were feeling overworked and disconnected, and attendance needed improving. So the co-leads decided to use the Plan, Do, Study, Act method to test out morning huddles and see whether improving communication would improve morale and in turn, attendance. The huddles appear to have made a difference. The department's ASQ survey scores for non-medical customer service went up and last minute sick calls went down during the test period. Staff members liked the huddles, so now the department meets several times throughout out the day.

Recently, the department's chief physician joined a huddle. His feedback was positive and the plan is that providers will eventually join in on a regular basis.

Taking the time during the busy day to check in with one another lifted spirits and inspired the department, Lopez-Batiste said. That engagement, the team thinks, is what has boosted attendance.

"This is our second home. And although we have so much work ahead of us, they like knowing that people are available and willing to listen if help is needed," she said. "And everyone's expectations are clearer, which makes the work flow more fluid. It's just makes for a better day."