A Hospital Medicine model to connect culture, workflow, and priorities.
One Midwest Hospital Medicine practice sought to address some challenges in team dynamics and clinical outcomes:
- Strained relationships slowed progress: Conflict between the prior group and hospital leadership eroded trust and limited the organization’s ability to focus on improvement.
- Care team alignment had broken down: Communication gaps between clinicians and nursing created friction and reduced consistency in daily operations.
- Core performance measures needed improvement: Length of stay, observation hours, readmissions, and patient experience were all identified as areas of opportunity.
Sound Hospital Medicine partnered with the practice to help improve operational performance, clinician alignment, and trust across the care team.
Key results†
15% improvement
in readmissions
4% improvement
in patient experience
3% reduction
in length of stay
How we partnered
Rebuilt trust before driving change.
Listened to hospital leaders, nursing, and clinicians to identify priorities and resolve high-friction issues early.
Built a team aligned around culture.
Recruited and supported clinicians who valued teamwork, communication, and accountability.
Created ownership through small wins.
Used targeted peer-to-peer pilot programs to demonstrate success and build clinician buy-in.
Standardized operations before optimizing performance.
Implemented geographic rounding and strengthened care management practices.
Aligned the entire care team.
Physicians, nursing, hospital leadership, and beyond rallied around shared goals, communication, and coordination.
The gains were not isolated metric movements. They were the outcome of a deliberate operating model that connected culture, workflow discipline, and system partnership.
DR. WIL CASTELLON, MEDICAL DIRECTOR, SOUND HOSPITAL MEDICINE
