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  • Hospital Impact - The sacred heart of leadership
    the Dangers of Leading share the following in an article in Leader to Leader journal After years of raising questions and accumulating scars most of us develop a set of defenses to protect ourselves We buy into the common myth that you cannot survive a demanding leadership role without developing a thick skin But that diminishes us because it squeezes the juice out of our soul We lose our capacity for innocence curiosity and compassion In a sense our hearts close our innocence turns into cynicism our curiosity turns into arrogance and our compassion turns into callousness We dress these up of course because we don t want to see ourselves and certainly don t want others to see us as cynical arrogant and callous We dress cynicism up as realism So now we are not cynical we re realistic We are not arrogant but we do have authoritative knowledge And we dress up and cloak our callousness by calling it the thick skin of wisdom But to stay alive in our spirit in our heart requires the courage to keep our heart open Are we all leading with an Open Heart Ask yourself Am I a cynic Am I still curious or am I arrogant Have I closed my mind to new ideas and concepts Am I compassionate or am I callous Am I hiding my fear s behind a mask Leading with an Open Heart is not a sign a weakness just the opposite It requires courage On the other hand cynicism arrogance and callousness may look courageous at first glance but in reality it s just the opposite I read recently a wonderful online article about the origin of the word courage Apparently the word has its root in heart Cour coeur heart in French Courage is the core of Open Heart Leadership Courage is living from the heart If we are truly to improve health care in America and position individuals and communities for true healing and improved health we must all be courageous and lead with an Open Heart Thomas H Dahlborg M S M is executive director of the physician practice True North Health Center where he focuses on improving growth while ensuring access for the uninsured and the elderly He has 21 years of experience creating competitive advantages analyzing customer expectations and developing and implementing focused and aligned strategic deployment plans Formerly he served as the chief business strategy officer at Network Health a comprehensive Medicaid health plan based in Cambridge Mass and was COO of the U S Family Health Plan at Martin s Point Health Care in Portland Maine 6 comments Please enable JavaScript to view the comments powered by Disqus Enter your search terms Submit search form Web www hospitalimpact org Get Hospital Impact in your inbox Healthcare Industry news Final Obama budget takes aim at opioid addiction superbugs Zika outbreak White House seeks 1 8B to respond to virus More hospitals replace nurseries with rooming in with moms Hospitals

    Original URL path: http://www.hospitalimpact.org/index.php/2010/05/13/the_sacred_heart_of_leadership (2016-02-10)
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  • Hospital Impact
    country 37th out of 191 national health systems when evaluating investment in medical care and the correlation to improved health reduced health disparities and protection from impoverishment due to medical expenses Read more Leave a comment Quality care begins with appropriate care July 24th 2013 by Gary S Kaplan When the Virginia Mason board of directors approved our innovative strategic plan in 2001 we knew our approach to healthcare was about to change for the better Thus began our journey to transform healthcare by first transforming our organization As former Secretary of Treasury Paul O Neill put it we had embarked on a bold bet the farm strategy of pursuing quality and safety something that differentiated Virginia Mason in a healthcare marketplace that seemed more focused on size and rapid expansion Since then we ve gained even more clarity about what it means to be the quality leader and pursue the perfect patient experience We have refined our construct of what quality means and we express it in the Virginia Mason Quality Equation Read more Leave a comment Respect The foundation for quality care June 10th 2013 by Gary S Kaplan At Virginia Mason Medical Center we understand respect must be shown every day at all levels of our organization for us to provide the best care and a perfect patient experience If our physicians nurses and other team members don t feel valued and respected this will affect their ability to put the patient first in everything we do Lucian L Leape M D a founder of the National Patient Safety Foundation has observed that disrespect among hospital employees is a threat to patient safety because it inhibits collegiality and cooperation essential to teamwork cuts off communication undermines morale and inhibits compliance with and implementation of new practices We launched Virginia Mason s Respect for People initiative in 2012 recognizing it is applicable to our strategic priorities people quality service and innovation Because respect for people is essential to our success as a health system we also have established it as an organizational goal Read more Leave a comment The pathway to higher quality and lower costs is the same March 18th 2013 by Gary S Kaplan Across the United States there are pockets of brilliance in healthcare But there is too much variability with unsustainable costs and inconsistent quality We need more than pockets of brilliance We need to expand our definition of brilliance to confront the suffocating costs of healthcare and focus on an approach that provides little variability lower costs and consistent quality of care for every patient every time Virginia Mason Medical Center in Seattle was the first in the nation to adapt the Toyota Production System as the framework for managing a medical center We call our version the Virginia Mason Production System VMPS It is our management method to identify and eliminate waste and inefficiency in the numerous processes that are part of the healthcare experience By streamlining repetitive and low touch aspects

    Original URL path: http://www.hospitalimpact.org/index.php?s=gary+kaplan&sentence=AND&submit=Search (2016-02-10)
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  • Hospital Impact - How hospitals can survive the age of the customer
    caregiver and organizational results improved patient satisfaction patient safety and clinical outcomes reduced staff turnover improved caregiver satisfaction and led to new organizational efficiencies and cost savings As DiGioia explains the key to delivering exceptional care experiences to everyone all the time requires caregivers to view all care experiences through the eyes of the patients and families At its core the PFCC philosophy is about creating a care delivery system that focuses all resources on patients and families rather than the needs of doctors insurance companies or nurses or hospitals or departments Like UPMC the new reformed hospital in this age of the customer will positively impact healthcare delivery and differentiate itself by deliberately designing and delivering consistently exceptional patient and family experiences across the continuum of care The key to this design and delivery is fostering a patient and family centric culture and approach viewing the care experience through the eyes of patients and their families and refocusing existing resources first on their needs and desires before those of the hospital doctors nurses and departments Doug Della Pietra is the director of Customer Services and Volunteers for Rochester General Hospital in New York where he co chairs the hospital s Patient Experience Team in addition to responsibilities for an intentionally designed patient and family centered volunteer program and front line First Last Impression initiatives Follow Doug DougDellaPietra on Twitter Leave a comment Please enable JavaScript to view the comments powered by Disqus Enter your search terms Submit search form Web www hospitalimpact org Get Hospital Impact in your inbox Healthcare Industry news Final Obama budget takes aim at opioid addiction superbugs Zika outbreak White House seeks 1 8B to respond to virus More hospitals replace nurseries with rooming in with moms Hospitals must train millennial nurse leaders in empathy

    Original URL path: http://www.hospitalimpact.org/index.php/2012/10/03/how_hospitals_can_survive_the_age_of_the (2016-02-10)
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  • Hospital Impact - Compassionate healthcare starts with you
    one of traits they exhibit is this The compassion to be kind to themselves first and then to others because as it turns out she says you can t practice compassion with other people if you can t treat yourself kindly Patricia Smith founder of the Compassion Fatigue Awareness Project states Caring too much can hurt When caregivers focus on others without practicing self care destructive behaviors can surface Apathy isolation bottled up emotions and substance abuse head a long list of symptoms associated with the secondary traumatic stress disorder now labeled Compassion Fatigue So significance comes when you focus on others but the compassion to do that can t happen until you focus on you Tom Voccola of CEO calls this mastering self Its foundation is based in igniting individual passion and purpose that results in more authentic compassionate and empathetic caregivers Turns out when you master self you can then master relationships Brown continues with traits of wholehearted people They have the ability to connect as a result of their authenticity People willing to let go of who they thought they should be in order to be who they are more openly and naturally connect with others And when everyone in a workplace connects at this level the relationships are more meaningful the teams more powerful and the results of the work come much more quickly Morehead Associates data on employee commitment reveals that the number one driver of employee commitment is agreement with the statement I Feel Like I Belong in this Organization Belonging means being able to bring your authentic self to the workplace In essence when you master who you are you show up in every aspect of your life authentically That authenticity allows you to connect with people and build lasting and meaningful relationships Compassion and empathy are deep and natural and they don t burn you out And with that foundation comes individual and organizational success P S After writing this the New York Times published an article in which it looked at the fate of NBC Today Show anchor Ann Curry She was relieved of her Today Show role shortly after It seems after she replaced Meredith Vieira the ratings dropped People commented that Curry s authenticity was her detriment When she is passionate about a story it shows and when she is not as interested well that shows too Frankly I like it But show producers and the writer of the article seemed to think the fake authenticity of her predecessor was more authentic for television news Go figure Anthony Cirillo FACHE ABC is president of Fast Forward Consulting which specializes in experience management and strategic marketing for healthcare facilities He also is the expert guide in Assisted Living for About com and Healthcare Channel Partner for CEO Leave a comment Please enable JavaScript to view the comments powered by Disqus Enter your search terms Submit search form Web www hospitalimpact org Get Hospital Impact in your inbox Healthcare Industry news

    Original URL path: http://www.hospitalimpact.org/index.php/2012/08/10/title_62 (2016-02-10)
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  • Hospital Impact - Reframe hospital business objectives to rebuild trust
    back to purpose can positively contribute towards improving the perception and trust that the American public and even hospital caregivers have in our healthcare system Let me be clear The business objectives that reveal a hospital s present and trending condition such as patient satisfaction retention and loyalty employee satisfaction and engagement clinical and service excellence safety quality financial health days of cash on hand borrowing capacity and profit margins are not to blame However without tying them back to purpose and mission business objectives can become or be perceived as ends in themselves For example emphasizing the 90th percentile in patient satisfaction and the positive effect on a hospital s Medicare reimbursement profit margins market share and competitive position in the community is only part one and the lesser one of the full story we need to tell More important is part two which requires leaders to frame patient satisfaction from the outside in community customer viewpoint In other words top performing patient satisfaction scores symbolize the community s widespread and positive perception and appreciation of the care and services provided by the hospital and its vote of confidence and trust the highest compliment the public can give a healthcare organization Even when it comes to reducing the rates of readmission hospital acquired infections patient falls and mortality their altruistic purpose can be lost if their benefits for the organization overshadow the more fundamental purpose namely improving the community s health So instead of focusing on the significant cost benefit to the hospital associated with reducing 30 day readmissions and patient falls consider reframing such an inside out organization centered view of quality and safety outcomes into an outside in community centered one Hospitals are places of healing it s the reason they exist Reframing hospital business objectives and connecting them back to purpose and mission is an important step in tapping the passion and original motivations of our caregivers and helping to rebuild American trust in and respect for our hospitals By doing so we can strengthen the foundation on which true and long lasting healing and reform of the healthcare system in the United States will stand Doug Della Pietra is the director of Customer Services and Volunteers for Rochester General Hospital in New York where he co chairs the hospital s Patient Experience Team in addition to responsibilities for an intentionally designed patient and family centered volunteer program and front line First Last Impression initiatives Follow Doug DougDellaPietra on Twitter Leave a comment Please enable JavaScript to view the comments powered by Disqus Enter your search terms Submit search form Web www hospitalimpact org Get Hospital Impact in your inbox Healthcare Industry news Final Obama budget takes aim at opioid addiction superbugs Zika outbreak White House seeks 1 8B to respond to virus More hospitals replace nurseries with rooming in with moms Hospitals must train millennial nurse leaders in empathy frontline engagement St Louis hospital creates unit to improve outcomes through innovation 4 ways hospitals can

    Original URL path: http://www.hospitalimpact.org/index.php/2012/10/31/reframe_hospital_business_objectives_to (2016-02-10)
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  • Hospital Impact - Patient experience needs executive, committee support
    responsibility for the patient experience increased 7 percent from 14 percent to 21 percent A second commonality is the significance of executive leadership and support for successful patient experience outcomes The Beryl Institute s study found that 83 percent of patient experience leaders report up to the CEO chief operating officer or chief nursing officer In interviews conducted by the study s authors patient experience leaders noted the central importance of executive leadership approval and support for their success Similarly and as mentioned above respondents identified the growing overall responsibility of CEOs when it comes to the patient experience Leadership engagement seems to be at the heart of successful patient experience cultures concludes Douglas Luckett COO of North Carolina s CaroMont Health and lead advisor for the HealthLeaders Media Intelligence report Finally each study features a list of top barriers that impact initiating and sustaining patient experience efforts Here are a few of the challenges common to both studies Too many and competing priorities Lack of overall game plan and difficulty sustaining momentum Lack of staff management and executive buy in and support Funding budgeting constraints Difficulty obtaining physician buy in Doug Della Pietra is the director of Customer Services and Volunteers for Rochester General Hospital in New York where he co chairs the hospital s Patient Experience Team in addition to responsibilities for an intentionally designed patient and family centered volunteer program and front line First Last Impression initiatives Follow Doug DougDellaPietra on Twitter Leave a comment Please enable JavaScript to view the comments powered by Disqus Enter your search terms Submit search form Web www hospitalimpact org Get Hospital Impact in your inbox Healthcare Industry news Final Obama budget takes aim at opioid addiction superbugs Zika outbreak White House seeks 1 8B to respond to virus More hospitals

    Original URL path: http://www.hospitalimpact.org/index.php/2012/08/07/title_61 (2016-02-10)
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  • Hospital Impact - Creating an adaptive culture
    to healing Supporting healing through expert research and outcomes scrutiny Viewing each patient as an individual with complex evolving needs Understanding our role as co participants in the healing process The Daniel Hanley Center for Health Leadership creates such a culture in its efforts to bring health care leaders together from throughout the state of Maine To catalyze a sustainable culture of collaboration innovation and values driven leadership across the broad health community in Maine and beyond My organization the Hygeia Foundation d b a True North Health Center uses a relationship focused collaborative leadership process known as the Circle Process to foster a culture for adaptive change Circle process limits hierarchy and shares responsibility and accountability throughout the organization very much in line with Christina Baldwin and Ann Linnea s new book The Circle Way A Leader in Every Chair To best position your health care organization for the difficult challenging and risky discussions required to implement adaptive change be sure to first build a strong foundation and a strong and adaptive culture Thomas H Dahlborg M S M is executive director of the physician practice True North Health Center where he focuses on improving growth while ensuring access for the uninsured and the elderly He has 21 years of experience creating competitive advantages analyzing customer expectations and developing and implementing focused and aligned strategic deployment plans Formerly he served as the chief business strategy officer at Network Health a comprehensive Medicaid health plan based in Cambridge Mass and was COO of the U S Family Health Plan at Martin s Point Health Care in Portland Maine 14 comments Please enable JavaScript to view the comments powered by Disqus Enter your search terms Submit search form Web www hospitalimpact org Get Hospital Impact in your inbox Healthcare Industry news

    Original URL path: http://www.hospitalimpact.org/index.php/2010/04/15/creating_an_adaptive_culture_1 (2016-02-10)
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  • Hospital Impact - To improve community health, choose mission over money
    I could not contain my excitement I shared how the mission and vision of the organization resonated with me I shared how thrilled I was at the focus of this position and began to highlight my successes in this realm and then the hiring manager cut me off The hiring manager made it perfectly clear that what was written in the organization and position description was not actually what they were seeking The aim of this role is in fact to optimize reimbursements to the hospital in general and specific to the PHO to optimize the revenue distribution to the hospital relative to any risk sharing and or other shared funding arrangements with the physicians Even though the organization is in the midst of creating an accountable care organization ACO my friend learned the focus of the organization remained on revenue generation filling beds and market share The health of the community was not a performance metric associated with this position or a key driver of the organization s improvement as a whole The hiring manager went on to share how the person in this role is essentially walking on the edge of a razor blade Wearing the hat of representing the entire PHO physicians and hospital but in reality always focusing on the financial benefit of the hospital To say my friend was devastated would be an overstatement To say he was mightily disappointed and took himself out of the running for this role is far more accurate I find this situation to be quite troublesome as we seek to improve the health of our communities Unquestionable integrity according to President Eisenhower is essential for any success And yet the institution referenced above and unfortunately representing others is not honoring its mission and vision but developing and implementing systems that at a minimum take resources and focus away from improving the health of communities and focuses them on revenue generation filling beds and market share It also concerns me that it s public facing persona is diametrically opposed to the reality of what the institution represents We can do far better Clearly an organization needs a margin to achieve its mission It also needs a mission to achieve its margin As healthcare leaders we can ensure it achieves both As I shared previously healthcare organizations can improve their bottom line by honoring their mission and vision and doing what is right and honorable with integrity This is not an either or equation It can t be or we will not be helping our communities but rather doing them harm Thomas H Dahlborg M S M is chief financial officer and vice president of strategy for the National Initiative for Children s Healthcare Quality NICHQ where he focuses on improving child health and well being Leave a comment Please enable JavaScript to view the comments powered by Disqus Enter your search terms Submit search form Web www hospitalimpact org Get Hospital Impact in your inbox Healthcare Industry news Final Obama

    Original URL path: http://www.hospitalimpact.org/index.php/2013/09/11/to_improve_community_health_choose_missi (2016-02-10)
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