Date of Conferral

3-23-2026

Degree

Doctor of Psychology (Psy.D.)

School

Psychology

Advisor

Christopher Pels

Abstract

Silo mentality within nonprofit behavioral health organizations creates barriers to effective leadership communication and undermines change management efforts. This case study involved examining how siloed practices influenced leadership communication during organizational change at a nonprofit behavioral health organization in a rural area of California. The study was grounded in the Baldrige Excellence Framework, which emphasizes leadership, workforce engagement, and systems alignment. Data were collected through semi-structured interviews with leaders at multiple organizational levels and review of internal archival documents. Thematic analysis revealed 3 central themes: siloed decision-making, information gatekeeping, and inconsistent communication, as well as localized resilience practices that were not scaled across departments. Data demonstrated these communication barriers resulted in duplication of efforts, delayed implementation, and reduced organizational trust. Findings may contribute to positive social change by providing nonprofit behavioral health leaders with actionable strategies for dismantling silos, strengthening transparency, and formalizing resilience practices. Improved communication and governance structures may enhance collaboration, increase staff engagement, and ultimately improve access and continuity of care for vulnerable populations.

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