The Quiet Emergency: Diagnosing Organizational Trauma at Meridian Health
A hospital is hemorrhaging staff. The new COO brought in to fix things fast is making it worse. HR stopped pretending. Now it's your turn.
Duration
75 min
Difficulty
Intermediate
Stakeholders
3
Company Size
Large (500-5000)
Educational Video
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Open on YouTubeOrganizational Background
Meridian Health is a 1,200-employee regional hospital network that underwent a major restructuring 18 months ago following a merger. The previous CMO, widely beloved, was forced out. The new leadership team prioritizes metrics over culture. Multiple anonymous complaints reference a climate of fear, humiliation in team meetings, and a sense that leadership has 'broken something that can't be named.' Several high-performing nurses have left without explanation. The CHRO privately suspects trauma - systemic, leadership-induced - but doesn't have the language or the data to make the case.
Key Stakeholders
Learning Objectives
- Distinguish organizational trauma from ordinary dysfunction using diagnostic frameworks
- Apply trauma-informed assessment methods in a high-stakes healthcare setting
- Navigate leadership resistance to trauma-based explanations
- Develop interventions that address root causes rather than surface symptoms
- Practice building trust with traumatized informants
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