Case Studies

With a focus on changing behavior to increase productivity, reduce distractions, and decrease charges and litigation risk, Cox Media’s objective was to find a harassment training solution and partner that could help the company correct issues internally before they escalated into larger problems. The solution needed to bring to life the standards and expectations described in their policies, ensure everyone understood how those standards apply to their daily workplace behavior, and provide practical skills people could easily apply back on the job.

Barnes-Jewish Hospital wanted to achieve mutual and multilevel staff accountability, expand accountability to include frontline supervisors, and ensure that all hospital staff with management responsibilities gained the appropriate knowledge and skills to be successful. The institution’s overarching objective was to foster a culture of collaboration by encouraging individuals and teams to communicate and partner with hospital professionals outside their familiar interdisciplinary channels.

This prominent healthcare institution is recognized throughout the world for its collaborative and integrated approach to patient care, research, and education. With 1,400 clinical residents and fellows and 2,700 staff physicians and medical scientists, this institution has been a pioneer in connecting teamwork and collegiality with the delivery of quality patient care. Since 1996, all staff physicians have been required to attend ELI’s Just Doctors^® training. After analyzing recent trends, both internally and in the broader healthcare industry, the institution determined that a complementary program for residents and fellows would enhance efforts to maintain its reputation for professionalism, collaboration, and world-class care. The solution also needed to be in compliance with the ACGME’s (Accreditation Council for Graduate Medical Education) general competencies addressing patient care, interpersonal and communication skills, and professionalism.

Headquartered in Basking Ridge, New Jersey, Verizon Wireless, a joint venture of Verizon Communications and Vodafone, has a workforce of 69,000 employees. When Kevin Russell was initially brought on as Training Manager he wanted to take a proactive approach to communicating policy and messages about appropriate business conduct to all employees. He also wanted to improve employee relations issues and related challenges. After having already experienced the success of Civil Treatment for Employees^® from an implementation with his previous employer, he felt that it was the “logical choice” at Verizon Wireless.

With a goal of creating a culture of culture of safety, Arizona Public Service Company (APS) wanted to improve communications at one of the utility's generation stations. Employing nearly 2,500 people, the Palo Verde Generation Station had two primary objectives: to foster open communication by encouraging employees to raise concerns, and to create a welcoming environment for concerns by building specific managerial skills and behaviors. Peter Rail, who was the Employee Concerns Department Leader, wanted to change the culture so that managers would be more responsive and prompt in handling employee concerns. He also wanted the plant managers to understand employee rights with regard to raising issues. To build this environment, managers and employees alike needed to develop new communication skills.