Earlier this year, I wrote about a communication challenge that compliance officers face on a daily basis—determining who to tell and when to tell related to an issue that has surfaced. In this article, I’ll address another challenge that often comes up—that is, when someone hasn’t closed a communication loop.
Ensuring a communication loop is closed—where information flows back to confirm receipt, understanding, and follow-up—is critical for healthcare organizations. That is true whether the matter pertains to patient safety, operational efficiency, or corporate compliance.
Being able to identify when there is a communication loop that needs to be closed, and how to close it, is key to the effectiveness of any compliance officer. It can mean the difference between a little mess becoming a big one. It is also a skillset that can help you in navigating the compliance program through the politics of healthcare.
Failing to Close the Loop
When someone doesn’t follow through and close a communication loop, it’s a variation on figuring out whom to tell and when to tell, but this version occurs on the back end of the issue after it’s been resolved.
What causes these communication gaps? Some examples include the following:
Isolated Decision-Making: Decision-making confined to specific departments without seeking input or insights from other relevant teams.
Strict Hierarchical Communication: Hierarchical communication structures that inhibit open dialogue between employees at different levels and departments.
Limited Information Sharing: Employees or departments not sharing crucial details related to an operational process or organizational objective with other teams.
Communication Barriers: Limited or no communication channels between departments (e.g., no cross-functional meetings or cross-departmental projects).
Competing Objectives: Departments pursuing individual objectives without considering broader organizational goals.
Departmental Rivalries: Unhealthy competition or rivalries between departments.
Inadequate Training Across Departments: Employees lacking training in areas outside their immediate department, limiting their understanding of the organization as a whole.
Limited Cross-Functional Understanding: Employees having a narrow understanding of their own roles and responsibilities without a broader awareness of how their work contributes to the organization’s overall success.
While the above list is not intended to be all-inclusive, it does represent common scenarios where organizational departments operate in isolation, thereby creating the potential for someone to fail to close a communication loop.
Strategies for Closing the Loop
So what can you do to minimize communication gaps related to a compliance matter? Below are some strategies that can help:
Clarify Roles and Responsibilities: When appropriate for your role on a project, clearly define roles and responsibilities within each department to avoid confusion. If it is not within your role, then speak up to identify a need for clarity for the good of the group.
Establish Clear Communication Protocols: Set standard protocols for how information is shared, documented, and confirmed. Also, using formats like SBAR (Situation, Background, Assessment, Recommendation) or IRAC (Issue, Rule, Analysis, Conclusion) can also minimize ambiguity and ensure everyone is on the same page.
Self-Awareness: Be mindful about your own actions to ensure that you’re not engaging in siloed communication. When appropriate and respectful, communicate with others in the organization who have a legitimate need-to-know.
If You See Something, Say Something: If you are communicating with others, and recognize that someone with a legitimate need-to-know is not included in the discussion, say something. You can either speak up to whomever controls the communication, or close the loop yourself if it’s appropriate to do so.
Leverage the Speak-Back Method: When giving instructions or updates to another team member or operational leader, have the recipient repeat or paraphrase the information. This speak-back method helps confirm mutual understanding and highlights any areas requiring clarification.
Encourage Cross-Functional Teams: When addressing a compliance-related matter, create cross-functional teams that include members from different departments so that all affected employees understand the broader picture of the matter.
Promote Open Communication: When appropriate, be mindful of promoting a culture of openness where employees feel comfortable sharing ideas and information (e.g., establish regular project meetings, feedback sessions, surveys, one-on-one discussions, or open forums).
Provide Cross-Training Opportunities: Whenever possible, cross-train employees to develop a broader understanding of the different roles involved in a project. This can be particularly helpful when it comes to ensuring the organization is meeting compliance requirements.
Engage in Communication Self-Assessment: Encourage teams to evaluate their communication. For example, during investigations, audits, or educational roll-outs, assess whether any communication breakdowns contributed to a communication gap. Apply lessons learned to refine processes and training.
In addition the above-noted strategies, developing a communication plan, being aware of your political landscape, and thinking like a healthcare leader can also help you overcome this challenge.
Pulling it All Together
Closing a communication loop is not just a best practice—it’s a necessity for ensuring patient safety, operational efficiency, and corporate compliance. By implementing these strategies, you can strengthen the communication frameworks within your organization. It can also help you improve the effectiveness of your compliance program and navigate it successfully through the politics of healthcare.
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