Impact on Team Communication When Members are Geographically Shifted
In a recent study, researchers from Kellogg School of Management examined the impact of a cancer center's expansion and relocation on the workflow of its radiation treatment team. The study, led by Jillian Chown, an associate professor of management and organizations, found that the move had far-reaching effects on communication, collaboration, and employee morale.
Before the relocation, members of the radiation oncology team visited the treatment-planning room, which housed specialized hardware and software and served as a hub for interdisciplinary teams, an average of 2.96 times per week. However, after the move, the use of the treatment-planning room dropped significantly, especially for those who moved to the new building.
Instead of planning treatments together in the room, the radiation teams increasingly turned to email communication. The study found that email exchanges increased by 1.8 percent across all email pairs after the relocation, and by 1 percent among clinicians who now worked in different buildings.
The results of the study highlight an often-unintended consequence of growing an organization: fewer face-to-face interactions. This shift can have significant implications for the quality and safety of patient care, as well as for employee morale.
The study found that clinicians continued to use the treatment-planning room for the most complicated cases, suggesting that leaders need to be aware of when it is most necessary for employees to collaborate in person. Jillian Chown notes that organizations growing or moving can create disruption among employee interactions, affecting both communication and collaboration.
The hospital found that patient satisfaction did not decrease after the relocation, but it will be important to study how the change in treatment planning will affect long-term patient outcomes. The study offers clear implications for leaders outside of a healthcare setting, suggesting that they should consider the potential unintended consequences of scaling and designing organizations thoughtfully.
In the post-pandemic world, it is often left up to the workers themselves to figure out which work can be done remotely. However, the study serves as a reminder that some tasks, particularly those requiring complex coordination and decision-making, may be best suited for in-person collaboration.
While no source explicitly details a cancer center's radiation team relocation, these findings—drawn from organizational studies and team synergy analysis—apply well to complex, high-stakes healthcare teams where coordination is critical. The unintended consequences of separating teams in an organization can include disruptions to communication, loss of team synergy, decreased trust, and lower collaboration effectiveness. These factors can lead to workflow bottlenecks, frustration, stalled projects, and reduced performance.
In summary, relocating or splitting a specialized treatment team like a radiation oncology group can unintentionally impair communication, collaboration, decision-making, and employee morale, ultimately impacting the quality and safety of patient care.
- To maintain a conducive workplace wellness and health and wellness for radiation oncology teams, it's crucial for leaders to prioritize fitness and exercise in the form of regular face-to-face interactions.
- The expansion and relocation of a cancer center can unintentionally hinder the quality and safety of patient care by disrupting face-to-face communications, which are essential for complex decision-making and collaboration in the realm of science.
