Communicating about organizational culture in the briefing process: case study of a hospital project

Abstract

A new hospital building represents a rare opportunity to align the physical environment of healthcare with contemporary healthcare needs and models of healthcare delivery to help ensure optimal health outcomes. The effectiveness of interaction between project stakeholders from the hospital and design teams during the briefing process of any hospital project is critical in ensuring this alignment occurs. Therefore it is important to explore the process of knowledge sharing during this project briefing stage. Using thematic content analysis to explore communication exchanges between these project stakeholders, we show that knowledge exchanged during the briefing process is acquired not only explicitly but implicitly through social processes whereby participants attempt to socially construct a common understanding of the project. In particular, the importance of constructive conflict in driving this process is critical. This has implications for health planners, project managers, facilities managers and health professions engaged in the briefing process of hospital projects. In particular, it highlights the importance of providing the correct environment and enough time for culturally conducive social interaction and knowledge sharing to occur between the many stakeholders involved.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 23 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.