brigham experience logoThe results of last summer’s Brigham Experience: Culture, Diversity & Inclusion Assessment are in, and they shine a light on strengths throughout the institution as well as areas for improvement.

Action plans are already in the works, with the goal of implementing changes that help the Brigham foster an even more transparent, diverse, inclusive and innovative culture.

“This assessment was an important opportunity for nurses and Patient Care Services staff, along with our interprofessional colleagues, to provide feedback on issues that are imperative as we care for patients and create a supportive practice environment,” said Maddy Pearson, DNP, RN, NEA-BC, chief nursing officer and senior vice president of Patient Care Services.

Strengths that staff articulated via the assessment include the Brigham’s status as a leading academic medical system; its history and reputation; the shared passion among staff for patient care; our progress in restoring financial health; and the ability of staff to come together during a crisis.

Equally important are the areas of opportunity that staff identified, including a need for the following:

  • a unifying vision and inspiring purpose statement that resonates with all members of the Brigham community;
  • the elimination of competition where there should be collaboration;
  • more transparent and forthright communication;
  • more diversity in leadership positions;
  • the creation of a culture of respect and inclusion in every part of the organization; and
  • a shift from a more top-down structure to an empowered, shared decision-making approach.

One of the initial outcomes of the assessment is the hospital’s newly articulated values:

We care; We create breakthroughs; We’re stronger together; and We pursue excellence.

What’s Next

In January, the hospital is assembling a “culture squad” to determine how to address the opportunities for improvement, as well as observable behaviors that represent the hospital’s desired culture. This is a starting point from which staff and leaders will work together to broaden opportunities and close gaps.

In addition, leaders will begin reviewing talent and management practices, as well as communications, to determine where changes are needed.

“Our desired culture is one in which all employees feel valued, rewarded and inspired to do their best work,” said Pearson. “This will better position us to serve our patients, their families and each other each day and achieve our shared vision of a healthier world.”

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