Closing the Management-Employee Gap. This large, public mental health hospital had been lampooned by the County Grand Jury and local press for poor treatment of employees and patients. Newer nurses were “poisoned” by older, hard-line nurses. Blame, paranoia, victim-hood, snitching and codependency characterized the culture.

Key Issue:

How to get disgruntled employees to work through their problems with the people who can do something about them, especially in a profession that is assaulted from all sides: the management, the doctors, the patients, families of the patients, compliance agencies, the Grand Jury, press and others.


Taylor-Nelson was called in to try and improve relationships between the hospital leadership, supervision, employees and their two unions. The work started with a three day conflict confrontation meeting off site, and then the parties began designing their own new work culture using the seven principles of meaningful and institutional involvement: Equality, Empowerment, Representation, Wholeness, Integration, Stewardship and Self Design.

Over a period of eighteen months the parties resolved most of their major issues, communication training was completed organization wide, new involvement systems were put into place and complaints stopped going to the Grand Jury and others.