Dana’ya Bastos-Amaro, MSN, RN, Nurse Manager in the Perioperative Services department at Kaiser Permanente Santa Rosa, took on her new role last year with a commitment to transforming both departmental dynamics and employee engagement. Bastos-Amaro knew that she could utilize People Pulse survey feedback from her team to make positive changes in the department. “For People Pulse, I didn’t want the team to just click a box, I wanted them to say what was really on their mind,” said Bastos-Amaro. “I was ready to hear the good, the bad, and the ugly.” Bastos-Amaro also wanted to cross the operational divide between the pre-op and post-op teams so that all nurses could connect and be available to perform for either department. Bastos-Amaro devised a creative way to bridge that divide while spurring participation in the People Pulse survey, the Lego idea was hatched.
Once an employee completed the spring People Pulse survey, Bastos-Amaro gave them a cup with a colored ribbon around it. Inside the cup were Lego pieces that made up a part of a Lego model and candy. Employees had to find their colleagues who had the corresponding-colored ribbon to complete their team’s Lego model. The teams were intentionally formed to encourage connection among employees who did not normally interact. The Lego construction project was themed around a garden with teams building flowers and pollinator bugs. These Lego models represented the interdependence of the team and highlighted the idea that their collective efforts would help the department thrive.
Nurses were excited and pulled together to take the survey and complete their Lego models. As a result, the Pre-op and PACU departments had a 100% completion rate for the spring People Pulse survey. Bastos-Amaro received genuine and actionable feedback through the survey and her team experienced a significant boost in morale. Nurses who had never interacted before were now building relationships. People Pulse results and actions were being discussed in team huddles. Now, the Lego creations are displayed proudly at the medical center as a testament to the teams’ collaboration.
Bastos-Amaro points out that People Pusle has been a great opportunity to hear from those who don’t normally speak up, ensuring all voices on the team are heard. From People Pulse feedback, Bastos-Amaro has improved interdisciplinary collaboration and department communication. Bastos-Amaro’s approach went beyond improving survey results—it fostered a culture of support, recognition, and unity within the department. Her leadership exemplifies how creativity and connection can transform a workplace, growing an environment where both staff and patients can flourish, like a garden.