How would you approach this problem?

Hospitals are filled with silos—teams, departments, groups, and divisions whose staff display similar attitudes and behaviors defined by barriers.
Individuals gravitate toward creating groupings, whether according to the color of their uniform or the place of their work.
Such was the case at a large, urban tertiary referral center. With more than 900 beds and 3,000 employees, the organization had been described as siloed and dysfunctional. In response, the executive team was determined to bridge these gaps and bring alignment with organizational goals and strategies.
While many would agree that a silo mentality creates organizational inefficiencies and confusion, there is a reason for creating silos.
A silo provides a protective barrier around those who are part of the defined group. While members of a silo may bemoan overall organizational disjointedness, they find solace, satisfaction, and even pride in their individual unit’s performance.
The neonatal intensive care unit (NICU) was one such example. It enjoyed superior financial performance and high patient and employee satisfaction. Unfortunately, its interest in overall organizational success ended at the doors of the unit. When asked to help other departments or participate in hospital committees, the employees were reluctant or flatly refused. The head of the NICU was also rigid about what costs were charged to her unit and what revenues were credited. For example, she was able to negotiate to have respiratory therapy revenues credited to her department, but the personnel expense was retained in the respiratory therapy department.