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  • Hospital Impact - Hospital employees: You are the patient experience
    team to the individual calling about a bill Not that you can simply turn over responsibility to everyone and hope something happens In making every role matter I strongly reinforce the need for a patient experience leader to shape and guide your strategy and ensure success Every interaction matters The Beryl Institute defines the patient experience as the sum of all interactions shaped by an organization s culture that influence patient perceptions across the continuum of care Every touch point in healthcare is part of only one experience for the patient and their family We cannot isolate efforts but must work to see how they all fit together in providing the best experience possible In a previous blog post I emphasized that patient experience is not a passing fad now I suggest it is an emerging field If you believe in the statement I am the patient experience you also know this is no longer about a survey Rather it is about a shared commitment to excellence Every perception matters Every action we take or process we implement is only as valuable as the perception it leaves with patients and families At the end of the day the patient experience is not ours as providers but theirs We must remember that all actions ultimately are for patients so what are we doing to know them and understand their needs One idea is to truly understand who patients are by capturing their life story as exemplified in the Living History Program It ensures we remember that patients all have stories to tell and their perspectives and perceptions are central to the overall experience You matter I encourage you to proudly declare I am the patient experience With all respect to policy process and protocol the ultimate resource in an unparalleled patient experience is you your behaviors your actions and the choices you make in whatever role you play The choice is yours and the opportunity is great At The Beryl Institute we see the power of the patient experience in everyone and shared this in a recent video I hope you recognize your power to make a difference as well There is no question there is power in recognizing I am the patient experience If everyone in healthcare considered this and acted imagine the impact we could have on the experiences of every patient their families and each other Jason A Wolf Ph D is executive director of The Beryl Institute the premier thoughtleader on improving the patient experience He is a recognized expert on organizational effectiveness service excellence and high performance in healthcare Follow Jason jasonawolf and The Beryl Institute berylinstitute 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

    Original URL path: http://www.hospitalimpact.org/index.php/2012/05/09/you_are_the_patient_experience (2016-02-10)
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  • Hospital Impact - Patients deserve both quality care and great experience
    the quality interactions that lead to positive care outcomes Considering this measuring perceptions is not as off the mark as some might suggest A recent study by Boulding et al reinforced this point The study compared two patient related measures from the HCAHPS survey grouped as satisfaction which included would you recommend and overall rating and discharge instructions which included having the information you need when leaving and symptoms to look for after leaving with clinical core measures The discovery offered significant insights into the power that positive experience has on care The measures focused on experience were more predictive than the objective clinical performance measures often used to assess the quality of hospital care specifically as it related to 30 day readmissions a core component of quality assessment The authors acknowledge that while the key drivers of hospital readmission are complex the findings suggest patients perspectives on inpatient care and discharge planning provide important insights into hospital performance with respect to quality I should be clear that I do not believe HCAHPS scores are the reason healthcare organizations should act though I acknowledge they have provided a great incentive for focused efforts in the area of experience As I have written in earlier blogs patient experience is a much greater strategic commitment than just working to score well on any survey I believe this advocates the need to look at the work in healthcare with a much broader vision and with the intention of balancing patient needs and outcomes Brown suggested providing patients more of what they want may mean they get less of what they need I propose reframing this thought with a question Rather than giving patients what they want should they not be provided the experience they truly deserve During a recent On the Road visit to the Banner Health System in Phoenix an experienced nurse leader and patient advocate explained it was time to shift the thinking in healthcare from that of our beds to that of theirs meaning the patients and families we care for and serve every day If that is the case it is their room whether private or semi private their amenities whatever they might be for the facility and their care In fact this changes the mindset of patients being subjects to that of being guests Patients do not choose to spend nights in healthcare facilities in the same way they would a vacation but this does not mean we should not or cannot treat them with the same level of service in conjunction with the dignity and respect they deserve Hospitals and other healthcare facilities are places where care is provided hope instilled compassion shown and truths told If Brown believes the news shared with our patients both good and bad is how they gauge their overall experience this misses one of the greatest opportunities in healthcare Providing unparalleled experience and having measures to certify it is effectively enacted ensures healthcare facilities and hospitals aren t only hotels They

    Original URL path: http://www.hospitalimpact.org/index.php/2012/04/04/hospitals_are_much_more_than_hotels (2016-02-10)
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  • Hospital Impact
    of patient experience was forever changed in 2011 The year started as conceptual meaning organizations were being measured on patient experience performance based on Hospital Consumer Assessment of Healthcare Providers and Systems HCAHPS scores and results were reported compared to their peers This comparison generated interest in some leaders and drew on the competitive nature of others It provided a general feeling of pride and accomplishment to know your organization scored well and created a need for urgent action when it did not In this light it made patient experience an issue of comparative perception that is how the market viewed an institution and how it compared to its peers Some recognized the implications of this situation alone that market choices were being influenced by scores and prevailing reputation This idea the return on service as discussed in my previous blog will continue to have serious and growing implications on the overall operations of healthcare organizations Read more Leave a comment 3 ways patient experience affects the bottom line December 1st 2011 by Jason A Wolf In my previous blog for Hospital Impact I suggested that patient experience is no longer a nice thing to do It is now part of a new healthcare reality and the right thing to do This stirred a great discussion on how those in healthcare should recognize the powerful impact a positive experience has on patients and their families While a commitment to experience alone will drive many healthcare leaders to act there are those still looking for additional justification in the face of competing market and financial demands For those of you I offer an additional consideration of this new reality it is fundamentally a must do Patient experience is now a key lever impacting your bottom line Read more Leave a comment Patient experience 4 strategies of the new healthcare reality November 3rd 2011 by Jason A Wolf I have heard some suggest that patient experience is just the latest buzzword to enter the vernacular of healthcare leaders Yet research conducted over the last few years including The Beryl Institute s benchmarking study The State of Patient Experience in American Hospitals continues to show that patient experience is a top priority for healthcare leaders What has raised the profile of patient experience The most common response is that the increased attention is due to its linkage to the Hospital Consumer Assessment of Hospital Providers Systems HCAHPS scores value based purchasing and reimbursement implications As one CEO recently shared with me the real dollar impact does have executives thinking twice about the patient experience Read more Leave a comment Previous Page 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

    Original URL path: http://www.hospitalimpact.org/index.php?blog=1&s=Jason%20A.%20Wolfe&page=1&disp=posts&paged=10 (2016-02-10)
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  • Hospital Impact - Improve hospital-doc alignment with job expectations, incentives
    need to provide more cost effective and cost efficient care by eliminating non value added variation unnecessary services and unapproved services that do not qualify for reimbursement under the Medicare Payment Advisory Commission s MEDPAC rules Therefore organizations also will need to monitor and incentivize physicians around evidence based practices and optimizing costs to optimize outcomes Another key initiative is reducing inadvertent errors through the utilization of patient safety tools and practices Errors or defects as they are known in the Six Sigma vernacular cause costly re work and undermine quality outcomes Physicians are learning to work in teams and utilize safety practices that have been honed for decades in the airline nuclear regulatory and military industries This is yet another component of performance that must be monitored incentivized and improved Finally every organization has strategic initiatives that are developed by the governing body the medical staff and the management team to drive improvement towards specific goals and objectives Alignment means that everyone in the organization top down needs to be incentivized with these measurable goals to ensure compliance and successful implementation Employing physicians is rewarding but is not easy Creating appropriate compensation arrangements that link and align key organizational metrics with physician performance expectations and incentives is a necessary part of bringing individuals together so that everyone s best interests are met Jonathan H Burroughs MD MBA FACPE is a certified physician executive and a fellow of the American College of Physician Executives He is president and CEO of The Burroughs Healthcare Consulting Network and works with some of the nation s top healthcare consulting organizations to provide best practice solutions and training to healthcare organizations Leave a comment Please enable JavaScript to view the comments powered by Disqus Enter your search terms Submit search form Web www hospitalimpact

    Original URL path: http://www.hospitalimpact.org/index.php/2012/06/13/title_51 (2016-02-10)
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  • Hospital Impact - Tips to optimize doc-nurse relationships
    s needs and concerns regarding patient care Nurse physician behavioral issues e g disruptive and dysfunctional behaviors on both sides In short this council was charged with addressing mutual issues of concern that both parties felt had an impact on patient safety nurse physician relations morale turnover and mutual frustration The creation of this council was an important cultural touchstone and indicated a mutual awareness of the need for the two most important clinical groups to work in greater harmony and attention to each other s needs and concerns Best Practice 2 Nurse Physician Dyads Part of the reason for the traditional conflicts between nurses and physicians is that the pattern of work is so different Nurses work full time in a clinical setting while physicians are balancing the demands of the office emergency department operating room etc This has led to enormous discord as patients are increasingly ill and nurses are seeking partnership with physicians who are immediately available and who can provide timely and efficacious treatment There has been a growing realization that nurses and physicians will never work effectively together if they don t lead together This has led to the creation of the nurse physician dyad in which a nurse and physician manager lead their clinical units in all phases of clinical operations including Joint oversight of both physician and nursing performance Joint establishment of clinical and functional protocols and evidence based practices Joint oversight of the operational plan and budget Joint oversight of supply chain management and inventory Joint peer review and performance improvement activities Joint modeling of effective collaborative culture communication and conflict resolution This requires a cultural shift for both nurses and physicians Both must adapt to the need to modify perceived roles and identity create effective inter disciplinary teams co manage clinical activities that have an impact on quality safety service and cost and modify traditional behaviors and attitudes that inadvertently create tension and potential conflict High performing organizations are taking a hard look at traditional nurse and physician roles and responsibilities and are redesigning them to enable a new level of collaboration and mutual respect Interestingly there is resistance on both sides for this change with greater professional standing comes greater responsibility The good old days of the physician refusing to come in when the nurse expresses a legitimate concern or the nurse going on break when there are urgent patient needs must end What may result is a shift in not only the way nurses and physicians work together but also in the ways they view themselves These changes don t come easily and they take time The key is to come up with the best practices that meet the needs of your nurses physicians and patients consistent with your organizational history and culture and to implement them in a timely and efficacious way that has the endorsement and support of most if not all What nurse physician best practices have come to your organization Do you have other best

    Original URL path: http://www.hospitalimpact.org/index.php/2012/05/03/tips_to_optimize_nurse_doc_relationships (2016-02-10)
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  • Hospital Impact - Have physician-nurse relationships improved?
    to assist you in the code It won t happen again I was feeling pretty vindicated at that point and puffed out my chest smiled and returned I appreciate that And then she went on I am concerned that she was so humiliated by the experience that she and the other nurses in the hospital are worried that they will not be able to work with you due to a lack of professional respect and we all hope that you will be able to help us to rectify the situation She then quietly turned and left the room I didn t get much sleep that night and realized with much sobering reflection that part of my training at some of the nation s most prestigious academic institutions was wrong Treating people with disrespect and shame will not improve human performance nor will it help patients to have better outcomes The next day I went to the CNO and said I thought a lot about our meeting yesterday and would like to do two things train all nurses who are interested in advanced cardiac life support this was a radical idea at the time as only physicians were trained in the technical aspects of resuscitation apologize to the nurse whom I disparaged in front of her colleagues and let them all know that it will never happen again The CNO smiled and said I appreciate that Jon it will go a long way towards helping the nursing staff to heal As a thank you the next week she brought me in a bird of paradise which I kept for a long time to remind me of human fallibility and how we all are vulnerable to misinformation as a part of our professional indoctrination And so I wonder will my daughter have to go through a similar traumatic episode on the firing line Are those days truly over or is there a residue of the perfect physician overseeing an imperfect world and having to defend himself or herself in dysfunctional ways Can we move towards a world of physicians and nurses working together as functional teams or is that still patient safety rhetoric Has our professional world evolved sufficiently over the past 30 years or is it still the same What do you think Jonathan H Burroughs MD MBA FACPE is a certified physician executive and a fellow of the American College of Physician Executives He is president and CEO of The Burroughs Healthcare Consulting Network and works with some of the nation s top healthcare consulting organizations to provide best practice solutions and training to healthcare organizations throughout the country 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

    Original URL path: http://www.hospitalimpact.org/index.php/2012/04/11/have_physician_nurse_relationships_impro (2016-02-10)
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  • hospital impact
    2006 was the year of consumer driven health care Two years ago was the year of retail clinics Last year was the year of health IT with Google and Microsoft making big splash entries So what will 2009 bring Here are some predictions sure to go wrong 1 The number of uninsured and underinsured will increase dramatically Think about it Unemployment was once close to 5 percent At some point in 2009 it could get up to 10 percent Add to that the many businesses that will be cutting healthcare coverage for the sake of business survival as well as the folks who will decide to forego buying individual health insurance to make ends meet Read more 122 comments Managment Lessons from Mayo Act Small November 13th 2008 by Tony Chen One of the key perspectives I ve learning about as I read through Management Lessons from Mayo Clinic is to act like a small organization even when you re a large one This is quite a task given how huge Mayo is as a clinic Think about how impersonal the service could be how thick their policy book could be how much bureaucracy there could be So why doesn t it feel like a mammoth clinic to patients It is because they allow and in fact empower everyone to relate to patients personally respecting each one s individuality and uniqueness Read more 1 comment Hospital CEO Myths II Developing Patience Ha October 16th 2008 by Nick Jacobs As I approach my retirement from running a hospital Tony asked me to write some thoughts regarding this position Remember no matter how far you push the envelope it still ends up to be stationery The primary reason that I wanted to be the President CEO was so that I would have the power to make things happen After nearly thirty years of working to achieve that status in healthcare after three degrees two certifications and a fellowship when the mantle of power was finally bestowed upon me I made a choice to never be a president like the majority of the presidents who had been in charge of me My primary motivation for this path was that for the most part their leadership had not felt very rewarding or productive The discomfort that they had caused both me and my family was why I wanted to become the boss It was my dream to become a benevolent despot a kind and reasonable leader who cared about his co workers but clearly was in charge Read more 1 comment Next Page 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

    Original URL path: http://www.hospitalimpact.org/index.php/leadership (2016-02-10)
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  • hospital impact - Change Agent 101: Why Preventive Health doesn't work
    at all People are people and I am constantly amazed at how most people yours truly included never change no matter how badly we need to The Fast Company article continued Some 90 of heart bypass patients can t change their lifestyles even at the risk of dying This inability to change people s behavior has tremendous implications on our health and our hospitals 1 Any preventative health program rolled out at any level has to do battle with this inertia complacency Simple websites sponsored by the government at best are a weak start It might be good PR but it isn t making any kind of impact 2 Related but in a different way any change management initiative rolled out at your hospital requires staff to work think act in a new way How will you get your organization to care about re align towards fill in the blank In fact isn t this how you would describe leadership Being able to influence others to change How do we become effective change agents in our organization and in our society We covered some of this in the If Disney Ran Your Hospital series book by Fred Lee But I think there is still quite a bit to cover In the next few weeks let s dissect Fast Company s article on Change or Die by Alan Deutschman While you re there also check out Fast Company s 5 Myths about changing behavior Change Agent Series 101 Why preventative health doesn t work 102 Give people a new frame not a new picture 103 Revolutions easier than evolutions 104 Learn to play the accordian 287 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

    Original URL path: http://www.hospitalimpact.org/index.php?blog=6&title=change_agent_101_why_preventive_health&more=1&c=1&tb=1&pb=1 (2016-02-10)
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