Effective communication: The cornerstone of excellent patient care

In hospitals where stakes are high and time is often short, communication is not just a soft skill – it’s a clinical imperative. While advances in diagnostics, therapeutics, and technology continue to reshape medicine, one thing remains constant: the necessity of clear, timely, and purposeful communication between health care professionals, as well as between providers and patients.

Communication is the thread that binds every clinical action, from a nurse’s midnight call to a physician to the nuanced language used to explain a life-altering diagnosis to a patient. Yet too often, this essential function is undervalued or left to chance – resulting in errors, delays, misunderstandings, and, at times, tragic outcomes.

What do you sound like? 

Effective communication in the hospital setting must be intentional. Whether during a rapid response, multidisciplinary handoff, or difficult family conversation, communication either accelerates healing or introduces risk. The hospital environment is dynamic and changes on a whim, sometimes from minute to minute. Let’s take a deeper dive into some things to consider regarding communication as it pertains to medical providers, administrators, and leaders.

Everyone has a communication style. You may want to ask yourself: What is my communication style? For example, do you come across as calm, respectful, collaborative, rushed, dismissive? Your communication style can impact patient outcomes, relationships with colleagues, trust amongst your patients and peers – and tremendously impact your potential for personal success and life-changing opportunities.

In addition to your communication style, you should also evaluate your tone. Your tone is the attitude or emotion conveyed through your voice or writing. It’s how you say something, which affects how your message is received. If you honestly audit your communication tone, do you come across as professional, informative, supportive, inspirational, condescending, aggressive, or pessimistic?

The last two key elements to discuss here revolve around content and timing. Content of communication involves making sure the information is accurate and clinically relevant. As for timing, it is important to be aware of communications that are time-sensitive or require escalation, as well as when to be concise versus elaborate.

Consider these daily intersections:

• A hospitalist updates the nurse on subtle changes in a patient’s mental status.
• A surgeon clarifies post-op expectations with the physical therapy team.
• A patient expresses fear, and the physician takes time to translate medical jargon into reassurance.

Each interaction has the potential to build trust, surface critical information, or course-correct an emerging issue. The opposite is also true.

Communication is care

Last winter in a small rural hospital, a 74-year-old man recovering from a routine pneumonia hospitalization began complaining of worsening shortness of breath late one evening, along with vaguely described back pain. Even though this would be somewhat expected given the location of his pneumonia, his nurse was concerned. She had a choice: wait for the next routine rounding or speak up.

Trusting her instincts – and her strong working relationship with the attending hospitalist – she called to report the subtle changes. The physician listened carefully, asked a few clarifying questions, and decided to come in promptly. Upon re-evaluation by the physician, new information became apparent, and subsequent labs and diagnostic imaging led to a diagnosis of dissecting aortic aneurysm, requiring immediate transfer to the tertiary hospital where he underwent emergent surgical intervention within a few hours. He received this lifesaving measure and excellent medical care because of effective communication.

Later the nurse would say, “It wasn’t just that I called – it was that he listened.” That moment wasn't luck. It was communication done right: timely, respectful, rooted in shared concern for the patient. It was built on a culture that encouraged speaking up and rewarded attentiveness.

Where communication breaks down

Common communication failures in hospitals include:

• Delayed or vague handoffs during shift changes
• Hierarchical barriers that discourage questions or second opinions
• Failure to update patients or families with evolving care plans
• Over-reliance on EMR messages without follow-up
• Poor quality of notes/documentation that causes confusion or does not accurately provide a clear assessment or plan
• Disconnect between health care workers and administrative personnel
• Lack of effective, closed-loop communication between the hospitalist, nursing, and other medical staff

How to become a better communicator in medicine

Improving communication doesn’t require sweeping reform. It requires intention, reflection, and practice. Here’s how clinicians at any level can start:

1. Slow down, even briefly

Before delivering information, pause. Ask yourself: What does this person need to know right now, and how can I make it clear? Even in high-stakes moments, a deep breath can change the way your words land.

2. Use closed-loop communication

When delegating or receiving orders, use closed-loop methods: repeat back, confirm, clarify. This minimizes errors in high-pressure situations, especially in codes or transitions of care.

3. Build a culture of safety

Create an environment where everyone – from the newest nurse to the most seasoned attending – feels empowered to ask questions. Encourage input. Ask, “What do you think?” Make it known and felt that all voices matter.

4. Adapt your language

Clinical jargon has its place – but not at the bedside. Translate complex information into words patients and families can understand. Check for understanding by asking, “Can you tell me what you heard?”

5. Master the art of listening

Good communication isn’t just talking – it’s listening. Make space. Don’t interrupt. Pay attention to what’s said, and to what’s not.

6. Give feedback early and often

Don’t wait for a performance review to highlight good communication – or to correct poor habits. Normalize feedback as part of a growth culture.

Communication is not just a task – it’s a clinical skill. In fact, it's one of the most powerful interventions we have. Hospitals with a culture of strong communication don’t just see better patient outcomes – they experience greater staff satisfaction, lower turnover, and a deeper sense of trust across departments. Let’s treat communication the same way we treat medications, procedures, and test results: with reverence, precision, and intention. After all, our words can heal. Let’s use them well.

NRHA adapted the above piece from Rural Physicians Group, a trusted NRHA partner, for publication within the Association’s Rural Health Voices blog.
 

About the author: Dr. Matt Pappy is the chief medical officer of Rural Physicians Group. Over the past decade, he has worked in both large urban hospitals as well as rural critical access hospitals across the country. With RPG, he has served as chief hospitalist, and later as regional medical director, prior to working in his current dual-capacity role as both CMO and a hospitalist on the frontlines.