2. “Quality in a service is not what the supplier puts in.
It is what the customer gets out and is willing to pay
for. A service is not ‘quality’ because it is hard to do
or costs a lot of money, as providers typically
believe. Customers pay only for what is of use to
them and gives them value. Nothing else constitutes
quality.”
Peter Drucker
Management Theorist, Researcher and Consultant (1909 - 2005)
What is Quality?
3.
4. Lakeside Memorial Hospital in Brooklyn, NY
Earl K. Long Medical Center in Baton Rouge,
Louisiana
Calhoun Hospital in Arlington, Ga.
Renaissance Hospital in Terrell, Texas shut down due
to patient safety failures.
Lee Memorial Regional Medical Center, in Pennington
Gap, Va. closed partly due to reimbursement cuts
under the Patient Protection Affordable Care Act
5.
6. Understand some of the challenges now facing
healthcare & how it impacts the bottom line
Identify ways to address these challenges
Learn how to communicate more effectively to
improve the patient experience
Learn how to create a culture of accountability that
embraces excellence
8. We exist first and foremost for those we serve.
We exist to continue the healing ministry of St. Francis of
Assisi by providing care grounded in the ethical and
philosophical beliefs of the church
We foster empowerment, respect and development of all
employees
12. The day to day communication between
supervisory managers and direct reports has more
impact than any other single factor on employee
productivity, quality, morale, and retention.
Bruce Tulgan, CEO RainmakerThinking Harvard Management
Update, Mar 2003
13.
14. A national study of 1,700 nurses, physicians, clinical
staff, and administrators concluded that it is “common”
for providers to say nothing when they observe
“troubling” performance by colleagues.
62% of nurses see coworkers taking shortcuts that may
endanger patient care, and 48% of nurses believe
coworkers show poor clinical judgment; however, fewer
than 10% of nurses, physicians, and other clinicians
directly confront colleagues about performance
concerns.
Silence Kills: The Seven Crucial Conversations for
Healthcare, 2005, AACN and VitalSmarts
16. “Don’t have time”
“Nothing can be done differently with these
types of patients”
“We don’t need to”
“We already are”
We/they
17.
18. More focus on staff retention & reward/recognition
(i.e. employee rounding)
Service excellence departments
Organizational Standards of Behavior
Service excellence training for all staff
More Senior Leadership transparency
Higher levels of leader accountability
Annual raises based on department performance
22. Anger
Unreasonable expectations
Poor relationships with staff and physicians
Perceptions that patient complaints are not taken
seriously
Desire for substantial monetary settlement
Perception that their actions are improving the
Healthcare system and positively influencing future
patient care
23. In 2013 LA based Pacific Health Corp. closed all four of its hospitals
in California – after the for-profit chain ran into Millions of dollars in
law suits and legal fines.
Becker’s Hospital Review 2013
In 2011 Los Angeles, a team of attorneys that sued a Santa Barbara
nursing home eventually uncovered five different versions of their
client's chart. "Instead of providing the care, they're creating records –
creating an illusion that care was there," said Michael Connors, a
long-term care advocate for San Francisco-based CANHRR
Read more here: http://www.sacbee.com/news/investigations/article2573412.html#storylink=cpychart
24. The first step in
taking ownership is
looking in the mirror
and asking,
“How am I
contributing to the
perception of our
work culture?”
27. A clinician may conduct as many as 150,000 patient
interviews during a typical career. If viewed as a
healthcare procedure, the patient interview is the most
commonly used procedure that the clinician will employ.
Yet communication training for clinicians and other
healthcare professionals historically has received far
less attention throughout the training process than have
other clinical tasks
Institute for Healthcare Communication, July 2011
30. Key words with passion = results
Touch the heart and engage the
soul
Heart to
Heart
ompassion
31. HH Hello, Greet &Hello, Greet &
acknowledgeacknowledge
EE Explanation,Explanation, explainexplain
reason for interaction, anyreason for interaction, any
test, procedures andtest, procedures and
durationduration
AA Assess the patient orAssess the patient or
the situationthe situation
RR Respect the patient,Respect the patient,
recognize familyrecognize family
TT Time you will return,Time you will return,
Thank YouThank You
A Framework
for effective
Communication
32. Managers communicate clear expectations
Hold staff and co-workers accountable to behavior
standards
Focus on a behavior standard each month with
facility/department activities
Role play in staff meetings
Reward/recognize & manage up high performers
Reward /recognize unit with highest patient satisfaction
results
In our experience, we have found the Five Fundamentals of Service, provides a very effective what to ensure that each and every patient, family and customer encounter is done in a way that is consistent with our Mission, Values and Standards.
As a foundation, the Five Fundamentals can provide a very basic framework of key words and behaviors that are important to the patient’s understanding and emotional well being.
Once this mental framework becomes habit it serves a means to evolve our staffs use of key words that can make their communication very effective and our patient experience very satisfying.
However, its important to emphasize that the basics will only get us so far. Angela is going to walk us through each component of the 5 fundamentals to demonstrate how the basics will lead us to consistently satisfied patients and how enhancement of key words that focus on things that are most important to our patients and language that tied to the patient survey can help have consistently very satisfied patients.
