This is a very difficult situation, but you have some very good comments so far. I agree with the comment that the individuals need to be held accountable to maintain a professional attitude and relationship while at work. Starting with informal open discussions between you and each of them individually about the conflict may be helpful. It may help build trust with each of them, and it may help you understand what each of them needs from the workplace to be successful regaining a professional relationship with their colleague.
I agree with the comments about transparency. We have also found recently that the earlier we share information the better, it has helped build trust. Our organization still carries institutional memory from an “acquisition gone bad” where the staff did not feel treated fairly. However, I liked the comments above about how separate cultures can still co-exist after an acquisition.
Our institution has the same problem. We have found that email is not effective, but two things that have worked well for us include: regularly attending various department meetings, and offering less formal opportunities to talk about work issues (without agendas) such as “breakfasts with the department heads”.
You’ve got some great comments so far! In one organization where I worked where there was a high sense of connection, loyalty and community, we noticed the staff the commitment to “not letting the team down” helped lower absenteeism. Look for ways to increase that connection with the hospital and the individual team.
I agree with the comment about creating a culture of excellence from the top down. I also agree with the comment that 5% is very good. In our system we have seen some examples where sharing statistics and outcomes leads to competition and improves performance overall. We have also added financial penalties in some cases where targets are not met.