Patient Focused Care for Medical Group Managers


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Presentation on patient-focused care for South Dakota Medical Group Managers Association.

Presents a customer service approach to understanding patients\' perceptions of their experiences with doctors and clinics.

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  • Ask Judy to give a couple of examples that illustrate: Loss of efficiency Lack of productivity Bad behavior Increased risk $$$$ lost.
  • You may see this as not passing the BFO or the duh test. It may seem simple. You may wish to absolve yourself of responsibility for it – and say that it is the responsibility of others The good news is --- you have the power to change the climate – with very simple modification of your behavior delivered in a consistent manner.
  • First we need to describe the problem
  • The only time most of us realize there is a problem is when it isn’t getting done…. If everything is going smoothly, we are oblivious to it……
  • It is important to know that you as the physician can find yourself either in the role of the lion …. Or in the role of the person whose life is fundamentally changed by the communication at hand
  • You are first and foremost – surgeons --- It may take a little work to feel comfortable
  • Let’s look at some examples of what you face every day.
  • Each person should be able to describe “this is the contribution I make to a positive patient experience.
  • We want clear consistent boundaries and norms of behavior to have a well functioning workplace. The evidence is clear that norms of behavior, clear boundaries, and consistency are the three most critical characteristics of an effective workplace. You must deliver every day --- in order for staff to follow your lead.
  • Patient Focused Care for Medical Group Managers

    1. 1. Patient Focused Care Asking the Right Questions is Key to Patient Satisfaction SD Medical Group Management Association Keystone, South Dakota April, 2009
    2. 2. Why are we here? <ul><li>Want patients to have a positive patient experience </li></ul><ul><li>Doing good work makes us feel good </li></ul><ul><li>We like to be known for providing a positive healthcare experience </li></ul><ul><li>We value a reputation for quality care </li></ul>
    3. 3. Why are We Really Here? <ul><li>Efficiency – Maximum use of human, physical, and material capacity </li></ul><ul><li>Effectiveness – Thorough service consistently delivered </li></ul><ul><li>Productivity – Getting more done </li></ul><ul><li>Workplace Climate – Staff feeling good about their work and co-workers </li></ul><ul><li>Retention – Decreased staff turnover </li></ul><ul><li>Repeat Business – Patients coming back and telling others to come </li></ul><ul><li>Risk Management – Happy patients don’t sue their doctors/clinics </li></ul><ul><li>Financial Success – Generous black bottom line </li></ul><ul><li>Job Stability - For us and for all </li></ul><ul><li>Resources – Capacity to grow in size, stature, and footprint </li></ul>
    4. 5. <ul><li>In order to get good customer service, you have to give away power and authority… </li></ul><ul><li>and, instead, </li></ul><ul><li>practice administrative leadership. </li></ul><ul><li>Kouzes and Posner – Five Practices of Exemplary Leadership </li></ul>
    5. 6. Model the Way <ul><li>Find your own voice </li></ul><ul><ul><li>Clarify you own personal values </li></ul></ul><ul><li>Set the example </li></ul><ul><ul><li>By aligning your actions with shared values </li></ul></ul>
    6. 7. Challenge the Process <ul><li>Search for opportunities </li></ul><ul><ul><li>Seek innovative ways to change, grow, and improve </li></ul></ul><ul><li>Experiment and take risks </li></ul><ul><ul><li>Constantly generate small wins and learn from mistakes </li></ul></ul>
    7. 8. Enable Others to Act <ul><li>Foster collaboration </li></ul><ul><ul><li>Promote cooperative goals and build trust </li></ul></ul><ul><li>Strengthen others </li></ul><ul><ul><li>Share power and direction </li></ul></ul>
    8. 9. Encourage from the Heart <ul><li>Recognize contributions </li></ul><ul><ul><li>Show appreciation for individual excellence </li></ul></ul><ul><li>Celebrate values and victories </li></ul><ul><ul><li>Create a spirit of community </li></ul></ul>
    9. 10. Inspire a Shared Vision <ul><li>Envision the future </li></ul><ul><ul><li>Imagine exciting and noble possibilities </li></ul></ul><ul><li>Enlist Others </li></ul><ul><ul><li>Appeal to shared aspirations as a way of setting a common vision </li></ul></ul>
    10. 11. It Begins With the Right Question
    11. 12. # 1 – Begin with “what/how” <ul><li>Always begin any question with “what” or “how” – not “why”, “when”, or “who” </li></ul><ul><li>The spirit of the patient experience is about personal accountability – no victim thinking, procrastinating, or blaming. </li></ul>
    12. 13. #2 – It contains an “I” <ul><li>Questions do not use “they”, “them”, “we”, or “you”. </li></ul><ul><li>The patient experience is their experience … not your perception of who is at “fault”. </li></ul><ul><li>An assertion of blame is NOT comfort. </li></ul>
    13. 14. #3 – Be active <ul><li>Questions always focus on action </li></ul><ul><li>The patient experience must be about motion toward an attainable goal – not explanation about why a goal cannot be reached. </li></ul>
    14. 15. Examples of “what/how” questions <ul><li>How can I serve you right now? </li></ul><ul><li>What can I do to support my fellow workers to free them to better support patient needs? </li></ul><ul><li>What can I do today to add value for the patient experience? </li></ul><ul><li>What is my contribution to successful patient service/experience? </li></ul>
    15. 17. Small adjustments… Big differences <ul><li>Your actions matter </li></ul><ul><li>Consistency is critical </li></ul><ul><li>You will see change over time </li></ul><ul><li>Adapting your behavior to get different results will take a little practice… </li></ul>
    16. 19. A Model - ASAP <ul><li>Acknowledge </li></ul><ul><li>Support </li></ul><ul><li>Accept </li></ul><ul><li>Prepare to Act </li></ul>
    17. 20. Acknowledge <ul><li>Set standards for “paying attention” </li></ul><ul><li>Get past the “it’s not my job” </li></ul><ul><li>Break down “role silos” </li></ul><ul><li>Practice, teach, and model active listening skills </li></ul><ul><li>Brutally evaluate the practices and outcomes – continue what works </li></ul>
    18. 21. Support <ul><li>Actively feed back to each patient – clarify their needs </li></ul><ul><li>Actively feed back to staff – individually and collectively </li></ul><ul><li>Encourage de-escalation techniques </li></ul><ul><li>Set a “no ignore” standard </li></ul><ul><li>Get past “it’s not my job” </li></ul>
    19. 22. Accept <ul><li>Practice universal patient acceptance – ban any version of “you shouldn’t feel that way” </li></ul><ul><li>Own mistakes without blaming </li></ul><ul><li>Get to “it’s everyone’s job” </li></ul>
    20. 23. Prepare to Act <ul><li>Have an arsenal of tools available </li></ul><ul><li>Encourage every interaction to include a set of choices for the patient </li></ul><ul><li>Empower all employees to take action </li></ul><ul><li>Reward engagement </li></ul><ul><li>Evaluate what works </li></ul><ul><li>Empower people to set the course </li></ul>
    21. 24. Deliver the message…
    22. 25. <ul><li>“ Wisdom is what you learn after we know it all” </li></ul><ul><li>John G. Miller </li></ul>
    23. 26. Let’s practice…. <ul><li>Acknowledge </li></ul><ul><li>Support </li></ul><ul><li>Accept </li></ul><ul><li>Prepare to Act </li></ul>
    24. 27. <ul><li>It’s OK to let those you lead outshine you, for if they shine brightly enough, they reflect positively on you. </li></ul><ul><li>Bill Hornsby </li></ul>
    25. 28. Don’t let this be how you feel at the end of the day!
    26. 29. Thank You! <ul><li>818 S. Hawthorne Avenue </li></ul><ul><li>Sioux Falls, South Dakota 57104-4537 </li></ul><ul><li>(605) 336-0244 or (888) 4-SUMPTION </li></ul><ul><li> </li></ul>