OBJECTIVES: To know the current status of internal communication as perceived by the professional staff (physicians, nurses), middle-level managers, and executive team, and possible future strategies for improving internal communication as perceived by the professional staff. METHODS: The study approach consisted of qualitative methods such as focal groups and semistructured interviews. The study area was a regional hospital. Study subjects included the attending staff (physicians and nurses), middle-level managers (supervisors and department heads), and executives (area heads, nursing director, and medical director). From the base staff, 20 nurses and 18 physicians were chosen for four focal groups. Among the middle-level managers, 2 supervisors and 4 department heads were chosen randomly. Three executive officers were interviewed. RESULTS: The weak and strong points of the hospital's internal communication were shown. Nursing and medical staff noted as an important weak point the fact that they did not feel that directors were listening to them. The professional staff noted as a weak point that they do not receive congratulations or positive reinforcement of any type. With respect of downward information channels, the staff indicated that they do not work because their first information received is always in the form of rumors. The physicians evaluated as a strong point that information always passes through the department head. They evaluated as a strong point good intradepartmental relations. The nurses evaluated as a weak point the obstacles to communication that they encounter. They propose future improvements such as developing itinerant communication, electing directors, using informal channels, recognizing staff achievements, and developing a communication plan. CONCLUSIONS: Internal communication should be understood by executives as part of basic professional management strategy. Given the results of this audit, it will be important to establish an internal communication plan to advance hospital objectives in every sense, at every level and for all professional categories.
OBJECTIVES: To know the current status of internal communication as perceived by the professional staff (physicians, nurses), middle-level managers, and executive team, and possible future strategies for improving internal communication as perceived by the professional staff. METHODS: The study approach consisted of qualitative methods such as focal groups and semistructured interviews. The study area was a regional hospital. Study subjects included the attending staff (physicians and nurses), middle-level managers (supervisors and department heads), and executives (area heads, nursing director, and medical director). From the base staff, 20 nurses and 18 physicians were chosen for four focal groups. Among the middle-level managers, 2 supervisors and 4 department heads were chosen randomly. Three executive officers were interviewed. RESULTS: The weak and strong points of the hospital's internal communication were shown. Nursing and medical staff noted as an important weak point the fact that they did not feel that directors were listening to them. The professional staff noted as a weak point that they do not receive congratulations or positive reinforcement of any type. With respect of downward information channels, the staff indicated that they do not work because their first information received is always in the form of rumors. The physicians evaluated as a strong point that information always passes through the department head. They evaluated as a strong point good intradepartmental relations. The nurses evaluated as a weak point the obstacles to communication that they encounter. They propose future improvements such as developing itinerant communication, electing directors, using informal channels, recognizing staff achievements, and developing a communication plan. CONCLUSIONS: Internal communication should be understood by executives as part of basic professional management strategy. Given the results of this audit, it will be important to establish an internal communication plan to advance hospital objectives in every sense, at every level and for all professional categories.