This webinar presentation discussed using Lean healthcare methodologies to improve the patient experience. It began with housekeeping items about the webinar format and then provided information about the speakers' backgrounds working with major healthcare institutions. The presentation objectives were to understand the difference between emotional and functional needs, learn some Lean techniques that can be used in clinics, and identify tools for future efficiency projects. Various Lean concepts and methods were then explained like process mapping, identifying waste, and creating ideal patient flows. An example was provided of how these techniques were used to improve wait times in a thoracic surgery clinic by changing a physician's schedule and adding a floating physician role. The results were improved on-time performance and higher patient satisfaction scores.
New Ways to Improve the Patient Experience: Because it Begins Before the Fron...TraceByTWSG
This presentation will review strategic initiatives for revenue cycle leaders to further engage patients in their care experience – beginning before they enter the hospital’s front door. The session will present key strategies and related outcomes in patient satisfaction, staff performance, reimbursement and upfront patient collections.
• Ensure meaningful upfront encounters with Patient Access – at each and every encounter.
• Hardwire measurable standards throughout Patient Access teams.
• Reduce process time and eliminate duplication for quicker patient turnaround.
• Ensure consistent practices across hospital entities and among associates.
• Avoid financial harm through automated documentation.
• Protect staff through documentation integrity.
• Increase visibility of – and access to – critical patient touch points across the organization.
Leading the development of Texas Health’s Patient Access infrastructure, Patti Consolver and Scott Phillips oversee the centralized patient access intake center and the patient access departments for the system’s 13 wholly-owned hospitals.
Do some waits “feel” longer than others? What specific actions can you take to make your patients’ wait times be part of their health care experience and at the same time feel shorter? Join us to understand the Psychology of Wait.
Managing the hospital in-patient experience | Understanding where to investSiegel+Gale
Few would argue the importance of delivering a quality patient experience, but how do you determine where improvements would have the greatest impact?
Siegel+Gale's Rolf Wulfsberg, PhD, Global Director of Quantitative Insights, shares a unique analysis of patient experience data from a national study of hospital patients.
+ Gain insights into the findings of our recent PinPoint™ study that examined the experiences of 500 hospital patients nationally
+ Learn how it is possible to segregate the impact of different touch points on the overall patient experience
+ See patient experience strategy maps that help inform investment decisions
+ Understand how the drivers of patient acquisition differ from the drivers of retention (e.g., word of mouth recommendations to others)
+ Learn some specific steps that can be taken to improve the hospital experience
Siegel+Gale is a global strategic branding firm committed to building world-class brands through elegantly simple, unexpectedly fresh strategies, stories and experiences. We deliver comprehensive services in brand development, simplification, research and digital media. Since our founding by brand sage and simplification pioneer Alan Siegel in 1969, Siegel+Gale's mantra has been "Simple is Smart."
Human factors encompass all those factors that can influence people and their behaviour. In a work context, human factors are the environmental, organisational and job factors, and individual characteristics which influence behaviour at work in a way which can affect health and safety. A simple way to view human factors is to think about three aspects: the job, the individual and the organisation and how they impact people’s health and safety-related behaviour
Importance of Measuring Patient SatisfactionZonkaFeedback
Patient Satisfaction is an important metric to measure overall healthcare quality. With the help of Patient Satisfaction Surveys, constant measuring of Patient Satisfaction and improving Patient Experience can be achieved. It is a valuable tool to capture Patient Feedback without much effort.
https://www.zonkafeedback.com/blog/importance-of-measuring-patient-satisfaction
New Ways to Improve the Patient Experience: Because it Begins Before the Fron...TraceByTWSG
This presentation will review strategic initiatives for revenue cycle leaders to further engage patients in their care experience – beginning before they enter the hospital’s front door. The session will present key strategies and related outcomes in patient satisfaction, staff performance, reimbursement and upfront patient collections.
• Ensure meaningful upfront encounters with Patient Access – at each and every encounter.
• Hardwire measurable standards throughout Patient Access teams.
• Reduce process time and eliminate duplication for quicker patient turnaround.
• Ensure consistent practices across hospital entities and among associates.
• Avoid financial harm through automated documentation.
• Protect staff through documentation integrity.
• Increase visibility of – and access to – critical patient touch points across the organization.
Leading the development of Texas Health’s Patient Access infrastructure, Patti Consolver and Scott Phillips oversee the centralized patient access intake center and the patient access departments for the system’s 13 wholly-owned hospitals.
Do some waits “feel” longer than others? What specific actions can you take to make your patients’ wait times be part of their health care experience and at the same time feel shorter? Join us to understand the Psychology of Wait.
Managing the hospital in-patient experience | Understanding where to investSiegel+Gale
Few would argue the importance of delivering a quality patient experience, but how do you determine where improvements would have the greatest impact?
Siegel+Gale's Rolf Wulfsberg, PhD, Global Director of Quantitative Insights, shares a unique analysis of patient experience data from a national study of hospital patients.
+ Gain insights into the findings of our recent PinPoint™ study that examined the experiences of 500 hospital patients nationally
+ Learn how it is possible to segregate the impact of different touch points on the overall patient experience
+ See patient experience strategy maps that help inform investment decisions
+ Understand how the drivers of patient acquisition differ from the drivers of retention (e.g., word of mouth recommendations to others)
+ Learn some specific steps that can be taken to improve the hospital experience
Siegel+Gale is a global strategic branding firm committed to building world-class brands through elegantly simple, unexpectedly fresh strategies, stories and experiences. We deliver comprehensive services in brand development, simplification, research and digital media. Since our founding by brand sage and simplification pioneer Alan Siegel in 1969, Siegel+Gale's mantra has been "Simple is Smart."
Human factors encompass all those factors that can influence people and their behaviour. In a work context, human factors are the environmental, organisational and job factors, and individual characteristics which influence behaviour at work in a way which can affect health and safety. A simple way to view human factors is to think about three aspects: the job, the individual and the organisation and how they impact people’s health and safety-related behaviour
Importance of Measuring Patient SatisfactionZonkaFeedback
Patient Satisfaction is an important metric to measure overall healthcare quality. With the help of Patient Satisfaction Surveys, constant measuring of Patient Satisfaction and improving Patient Experience can be achieved. It is a valuable tool to capture Patient Feedback without much effort.
https://www.zonkafeedback.com/blog/importance-of-measuring-patient-satisfaction
Is Patient Feedback Falling on Deaf Ears?Adam Heaney
NEXA pose the question is patient feedback falling on deaf ears? in the first of our health webinar series. Hear about current trends in patient feedback and our 5 steps to successfully implementing a patient feedback program in your organisation. Effectively capturing patient feedback and implementing change is essential for improving the patient experience. For more visit www.nexa.com.au
Skype for Business in Healthcare - ContinuantContinuant
Unified Communications can drastically impact the healthcare industry. Here are examples of the challenges many roles in the healthcare industry face along with the of the benefits of unified communications on healthcare roles.
5 Best Practices for Patient Satisfaction SurveysSpecialdocs
The patient satisfaction survey is an invaluable tool for physicians aiming to improve communication with their patients and engage them in their care. At Specialdocs, we encourage and work with our physician-clients to conduct ongoing surveys in order to regularly gauge patient likes and dislikes, and ask for improvement suggestions.
Patient Satisfaction deals with how patients evaluate the quality of their healthcare experience. It is mainly assessed by conducting Patient Satisfaction Surveys using Healthcare Survey Software to determine the high quality of care, in addition to numerous other dimensions of quality, such as relevance to need, effectiveness, and efficiency.
7 day services practical tips for achieving consultant review of patients wit...NHS England
Sue Cottle, Programme Lead, 7 Day Services, Sustainable Improvement, NHS England South
Celia Ingham Clark, MBE, Medical Director for Clinical Effectiveness, NHS England
Claire Gorzanski, Head of Clinical Effectiveness, Salisbury NHS Foundation Trust
Sam Burrows, Director of Strategy, NHS Wokingham CCG
This webinar aims to provide you with:
An overview of the updated guidance for the priority clinical standards and timing of the forthcoming self-assessment survey
Practical examples of how commissioners and acute providers are working together to support delivery of timely Consultant assessment (clinical standard 2) – their successes, challenges and opportunities
An opportunity to ask questions of your colleagues and identify key areas of support required
Customer service dental practice presentation fileMark Stallwood
Dental practice now needs to consider customer service as an integral part of its offering. Presentation to University of Adelaide Dental School Post Graduate Continuing Education Conference
The productive operating the Gateshead way - Joanne Coleman, Gateshead Health NHS Foundation
Trust
Presentation from the Productive Endoscopy Workshop, Tuesday 15th October 2013 at Ambassadors Bloomsbury , London, WC1H 0HX
This meeting brought together teams from around the country, and embarked on creating and testing the productive endoscopy toolkit. The aim of the day is to allow time with your team for sharing of experiences and exchange of good practice, learn how to apply lean techniques and hear the impact of successfully implemented case studies.
Introduction to Human Factors
Mark Johnston NHS Education for Scotland
Patient Safety
More at http://www.nhsiq.nhs.uk/improvement-programmes/patient-safety.aspx
Problems that you can solve with clinical rotation scheduling softwareRotation Manager
>> Allied Health and Nursing Problems That You Can Solve With Clinical Rotation Scheduling Software.
>> Simplifies the Scheduling Process.
>> Inaccurate Documentation And Mismanaged Clinical Rotations.
>> Solves Compliance Problems.
>> It Benefits All The Parties.
>> How To Organize an Effective Nursing Clinical Rotation Schedule.
>> Be Bold.
>> Have The Right Perspective.
>> Ask Questions.
>> Research what you don’t know.
>> Seek Learning Opportunities.
>> Practical Tips to Help You Excel During a Nursing Student Clinical Placement.
>> Visit The Facility Beforehand.
>> Keep Time.
>> Don’t Put Demands.
>> Take A Tour Of The Place.
>> Show Interest.
>> Be Ready To Do Any Work.
>> Don’t Be Afraid To Say No.
In first of two-part series, Pamela Greenhouse explores the differences and similarities of the Patient and Family Centered Care Methodology and Practice (PFCC M/P) and leean process improvement approachs, such as Lean, Six Sigma and Toyota. She believes that the PFCC M/P can be the unifying theme for health care, incorporating both process improvement and performance improvement.
Is Patient Feedback Falling on Deaf Ears?Adam Heaney
NEXA pose the question is patient feedback falling on deaf ears? in the first of our health webinar series. Hear about current trends in patient feedback and our 5 steps to successfully implementing a patient feedback program in your organisation. Effectively capturing patient feedback and implementing change is essential for improving the patient experience. For more visit www.nexa.com.au
Skype for Business in Healthcare - ContinuantContinuant
Unified Communications can drastically impact the healthcare industry. Here are examples of the challenges many roles in the healthcare industry face along with the of the benefits of unified communications on healthcare roles.
5 Best Practices for Patient Satisfaction SurveysSpecialdocs
The patient satisfaction survey is an invaluable tool for physicians aiming to improve communication with their patients and engage them in their care. At Specialdocs, we encourage and work with our physician-clients to conduct ongoing surveys in order to regularly gauge patient likes and dislikes, and ask for improvement suggestions.
Patient Satisfaction deals with how patients evaluate the quality of their healthcare experience. It is mainly assessed by conducting Patient Satisfaction Surveys using Healthcare Survey Software to determine the high quality of care, in addition to numerous other dimensions of quality, such as relevance to need, effectiveness, and efficiency.
7 day services practical tips for achieving consultant review of patients wit...NHS England
Sue Cottle, Programme Lead, 7 Day Services, Sustainable Improvement, NHS England South
Celia Ingham Clark, MBE, Medical Director for Clinical Effectiveness, NHS England
Claire Gorzanski, Head of Clinical Effectiveness, Salisbury NHS Foundation Trust
Sam Burrows, Director of Strategy, NHS Wokingham CCG
This webinar aims to provide you with:
An overview of the updated guidance for the priority clinical standards and timing of the forthcoming self-assessment survey
Practical examples of how commissioners and acute providers are working together to support delivery of timely Consultant assessment (clinical standard 2) – their successes, challenges and opportunities
An opportunity to ask questions of your colleagues and identify key areas of support required
Customer service dental practice presentation fileMark Stallwood
Dental practice now needs to consider customer service as an integral part of its offering. Presentation to University of Adelaide Dental School Post Graduate Continuing Education Conference
The productive operating the Gateshead way - Joanne Coleman, Gateshead Health NHS Foundation
Trust
Presentation from the Productive Endoscopy Workshop, Tuesday 15th October 2013 at Ambassadors Bloomsbury , London, WC1H 0HX
This meeting brought together teams from around the country, and embarked on creating and testing the productive endoscopy toolkit. The aim of the day is to allow time with your team for sharing of experiences and exchange of good practice, learn how to apply lean techniques and hear the impact of successfully implemented case studies.
Introduction to Human Factors
Mark Johnston NHS Education for Scotland
Patient Safety
More at http://www.nhsiq.nhs.uk/improvement-programmes/patient-safety.aspx
Problems that you can solve with clinical rotation scheduling softwareRotation Manager
>> Allied Health and Nursing Problems That You Can Solve With Clinical Rotation Scheduling Software.
>> Simplifies the Scheduling Process.
>> Inaccurate Documentation And Mismanaged Clinical Rotations.
>> Solves Compliance Problems.
>> It Benefits All The Parties.
>> How To Organize an Effective Nursing Clinical Rotation Schedule.
>> Be Bold.
>> Have The Right Perspective.
>> Ask Questions.
>> Research what you don’t know.
>> Seek Learning Opportunities.
>> Practical Tips to Help You Excel During a Nursing Student Clinical Placement.
>> Visit The Facility Beforehand.
>> Keep Time.
>> Don’t Put Demands.
>> Take A Tour Of The Place.
>> Show Interest.
>> Be Ready To Do Any Work.
>> Don’t Be Afraid To Say No.
In first of two-part series, Pamela Greenhouse explores the differences and similarities of the Patient and Family Centered Care Methodology and Practice (PFCC M/P) and leean process improvement approachs, such as Lean, Six Sigma and Toyota. She believes that the PFCC M/P can be the unifying theme for health care, incorporating both process improvement and performance improvement.
강연제목: 의료 혁신의 가치
강연일자: 2011년 7월 13일
강연주최: 강북삼성병원 헬스케어 이노베이션 센터
주요내용: 혁신의 개념과 의료 혁신이 필요한 이유, 의료 혁신의 역사와 가치, 의료의 미래를 바꿀 10대 혁신, 의료기기 및 진단장비의 역할, 가치창출형 의료서비스 혁신의 사례
Removing the Barriers to Patient Engagement: Stanford MedX 2014CareSync Plus
CareSync COO Amy Gleason talked to the Stanford MexX audience about removing barriers to patient engagement by connecting people with data to change the role they play in their healthcare.
Access to meaningful, useful, and easily shareable health information empowers patients by equipping them with the resources they need to feel confident in their healthcare.
Moves the Needle: Lean Branding: Aligning Product, Brand & Culture Through Pa...AMASanDiego
Track: Brand Management & Integrated Communications
Topic: LEAN BRANDING
Title: Aligning Product, Brand & Culture Through Parallel Innovation
Speaker: JEREMIAH GARDNER, Author, Principal, Moves the Needle
As lean innovation methodologies become more cemented in product innovation and sprinkled throughout the organization, the conventional branding model is proving ill-equipped to handle the new thinking. This disconnect is causing disruptions in the ability to deliver discovered value to the organization’s large customer base. Just as lean branding is transforming the approach to brand development for startups, it’s being used to help larger enterprises innovate with their existing brands by helping them align initiatives to be more disruptive and achieve breakthrough innovation with product, brand, and culture through parallel innovation.
- See more at: http://sdama.org/events/2015-art-of-marketing-conference/#session-details
Patient Experience Strategy: Rethinking the Fertility JourneyAliza Gold
The journey of assisted fertility (conceiving a baby through medical assistance) is a lonely and stressful one...a roller coaster of challenging emotions that, as experience designers, we hoped to smooth out.
Aliza Gold and Kijana Knight, senior designer / researchers at projekt202: a design and innovation firm, initially gave this presentation on March 26 at the Healthcare Experience Design Conference 2013. It is a case study of a service design and research strategy project for a fertility clinic: Reproductive Medical Associates of Texas (RMATx).
RMATx came to projekt202 for help with creating an excellent experience for patients of their clinic as they were planning and beginning construction on a new clinic in Austin, TX (their first two clinics are in San Antonio).
The team conducted participatory interviews with staff and interviewed patients to build understanding and develop insights. Using what we learned through our analysis / synthesis process, we created a patient journey map, a proposed layout, storyboards for concepts, guiding principles, and a program of the space document. The presentation walks through what we did and discovered, and our recommendations to the clinic. After the HxD presentation, a designer who works with post-traumatic patients said that our findings mapped well to his work and likely to other medical conditions.
Presentation: The Evolving Patient Journey
Presented by: Meredith Ressi, VP, Multichannel Marketing Solutions, Decision Resources Group
Healthcare communications today require an understanding of the complexity of patient decision making and how patients navigate the health system to get the care they need. What are the emerging trends in patient engagement, and how does channel reliance vary along the treatment continuum?
The Top Five Recommendations for Improving the Patient ExperienceHealth Catalyst
Improving patient satisfaction scores and the overall patient experience of care is a top priority for health systems. It’s a key quality domain in the CMS Hospital Value-Based Purchasing (VBP) Program (25 percent) and it’s an integral part of the IHI Triple Aim. But, despite the fact that health systems realize the importance of improving the patient experience of care, they often use patient satisfaction as a driver for outcomes. This article challenges this notion, instead recommending that they use patient satisfaction as a balance measure; one of five key recommendations for improving the patient experience:
Use patient satisfaction as a balance measure—not a driver for outcomes.
Evaluate entire care teams—not individual providers.
Use healthcare analytics to understand and act on data.
Leverage innovative technology.
Improve employee engagement.
This article also explains why patient experience is so closely tied to quality of care, and why it’s a prime indicator of a healthcare organization’s overall health.
Design for Change: Empathy as our Guide: Amy Cueva Keynote at Partners Center...Amy Cueva
This presentation was a part of the "Design for Change" track at the October 29, 2015 Partners Center for Connected Health Symposium. The presentation discusses how Empathy can be our guide as we seek to improve health experiences.
The presentation describes in brief the patients need, expectations and how to develop the patient care and feedback system to obtain maximum patient satisfaction.
Experience Management for Referring Physicians - WHPRMS ConferenceEndeavor Management
A recent presentation at the WHPRMS Conference on how you can step into the physicians shoes and design an engaging experience to increase referrals and grow advocacy.
In this presentation for Digital Health Institute Summit 2020 I will explain how we overcame barriers for patient engagement and achieved very high response rates using our ePRO ZEDOC Platform. I'll give real-world insights from a project we ran at the Rheumatology service at NUH in Singapore.
I wear two hats - this talk is with the first one!
Advancing Team-Based Care: Building Your Primary Care Team to Transform Your ...CHC Connecticut
Advancing Team-Based Care: Building Your Primary Care Team to Transform Your Practice
Presented 2/18/2016 as part of the CHC Primary Care Workforce Development National Cooperative Agreement
This is from healthcare management classEXERCISE 8 IMPROVEMENT blossomblackbourne
This is from healthcare management class
EXERCISE 8: IMPROVEMENT CASE STUDY
Objective
To practice quality improvement tools by applying them to an improvement effort in an ambulatory care setting.
Instructions
1. Read the following case study.
2. Follow the instructions at the end of the case.
Case Study
Background
You have just been brought in to manage a portfolio of several specialty clinics in a large multi-physician group practice in an academic medical center. The clinics reside in a multi-clinic facility that houses primary care and specialty practices as well as a satellite laboratory and radiology and pharmacy services. The practice provides the following centralized services for each of its clinics: registration, payer interface (e.g., authorization), and billing. The CEO of the practice has asked you to initially devote your attention to Clinic X to improve its efficiency and patient satisfaction.
Access Process
A primary care physician (or member of the office staff), patient, or family member calls the receptionist at Clinic X to request an appointment. If the receptionist is in the middle of helping a patient in person, the caller is asked to hold. The receptionist then asks the caller, “How may I help you?” If the caller is requesting an appointment within the next month, the appointment date and time is made and given verbally to the caller. If the caller asks additional questions, the receptionist provides answers. The caller is then given the toll-free preregistration phone number and asked to preregister before the date of the scheduled appointment. If the requested appointment is beyond a 30-day period, the caller’s name and address are put in a “future file” because physician availability is given only one month in advance. Every month, the receptionist reviews the future file and schedules an appointment for each person on the list, and a confirmation is automatically mailed to the caller.
When a patient preregisters, the financial office is automatically notified and performs the necessary insurance checks and authorizations for the appropriate insurance plan. If the patient does not preregister, when the patient arrives in the clinic on the day of the appointment and checks in with the specialty clinic receptionist, she is asked to first go to the central registration area to register. Any obvious problems with authorization are corrected before the patient returns to the specialty clinic waiting room.
Receptionist’s Point of View
The receptionist has determined that the best way to not inconvenience the caller is to keep her on the phone for as short an amount of time as possible. The receptionist also expresses frustration with the fact that there are too many things to do at once.
Physician’s Point of View
The physician thinks too much of his time is spent on paperwork and chasing down authorizations. The physician senses that appointments are always running behind and that patients are frustrated, n ...
How to Achieve a PCMH Certification - Small Practice - Practice-centered medi...Donte Murphy
This is a PowerPoint presentation from Dr. Khan, Medical Director, MedPeds Medical Clinic. He has a small practice and is a certified PCMH. In this presentation he shares his strategy that led to his success. This is a powerful presentation for practices of all sizes, whether large or small. For more information, feel free to email us at: marketing@amazingcharts.com.
Referral and Test Tracking: Developing a SystemPAFP
SOUTH CENTRAL October 30, 2013
Discuss the quality improvement and medico-legal aspects of referral and test tracking. Address barriers and consider low and high tech options for referrals and test tracking.
Speaker:
Christian Hermansen, MD
Downtown Family Medicine
Lancaster, PA
Integrated Health Information to Examine, Empower and EngageH-Connect Compusoft
Electronic Ecosystem to build a universal Electronic Health Record and Health information exchange.
Deliver care through information technology,
Enhance health research, analysis & compliance
Improve efficiency, quality and reduce cost of healthcare. Online health records and Clinical Decision Support System (CDSS) at http://www.hconnect.co.in/
NHS Improving Quality held a webinar about basic service improvement tools and techniques for strategic clinical network and mental health teams with little or no service improvement experience. The aim was to raise awareness and gauge future training needs.
Physician schedule optimization model - Endeavor AnalyticsEndeavor Management
How can you meet organizational revenue needs while addressing physician preferences? In this presentation, we review our approach to creating an physician schedule optimization model that assembles and predicts the impact of schedule changes on patient revenue against a series of constraints and variables.
It's like a dating site to match physicians and consumers.
In this presentation, our approach to patient volume modeling is reviewed. This model is used for marketing and operations strategic decision making.
As hospitals and healthcare systems are trying to increase commercial revenue (non-government funded) to sustainable profitability, many are unable to address this problem strategically due to data dispersion and the analytical model required to establish cause and effect relationships. Endeavor Analytics’ digital tool assembles, models and predicts the impact of market changes, marketing and operational activities on all-payer patient volumes.
In this white paper, we review the critical success factors for maintaining a highly successful contact center, ensuring each interaction enchants callers to schedule appointments, participate in fund raising events and refer patients.
Avoid PRM failures by avoiding ensuring it's not simply a repository for documenting simple tasks. PRM failures occur when the IT solutions only serves to document activities instead of serving to streamline the physician experience.
2017 digital engagement webinar marketing360 - gelb consultingEndeavor Management
This presentation highlights things every healthcare marketer should know about how to measure healthcare marketing ROI, how to design a healthcare marketing dashboard the right way, and what’s possible in today’s digital age.
Managing a trusted brand in the oil & gas industry requires a variety of tools for understanding and successful implementation. This document outlines various Endeavor Management capabilities such as Brand Trust Measurement, Message Mapping, Sales Training and Culture Design.
Client's experiences with behavioral health services are shaped by all of their interactions with us, across the continuum of care. While we can assume what our clients want, need and experience in receiving services from us, it is valuable to use their direct feedback to understand their functional (what we do) and emotional (how we do it) needs throughout their experience. In this webinar conducted with Sovereign Health, we discuss the foundations of customer experience management, provide examples of tools and resources that you can use to understand client's experiences and address opportunities for improvement, and discuss a variety of implications in behavioral health settings.
How do you operationalize a culture and strengthen employee trust? Gelb's experience mapping frameworks can be used to effectively examine the holistic employee experience and create advocates out of your teams!
Ever had this nagging feeling you just weren't sure why a physician referred his or her patients to a competitor over you? You have the advanced technology, latest clinical trials, and maybe even a top-notch team of liaisons. Outside of insurance, there are many other functional and emotional factors affecting physician referral behaviors. Most of these can be indicated by leakage reports, but these don't explain the WHY behind them.
In this presentation, given with St. Jude Children's Research Hospital, we explore the combined use of experience map and decision factors research to get at the heart of the issue...which ultimately drives clinical volume.
How to apply speed dating techniques to persona developmentEndeavor Management
We had the privilege of leading this workshop recently along with SG2 and Roswell Park during the Annual PAMN Conference. This presentation outlines the importance and application of segments and templates you can use to accelerate your customer insight development. Personas are used to inform strategic decisions by putting the customer in the room. Learn how this technique can be used for your initiatives related to brand/marketing management, customer experience, and product/service innovation.
Strategic imperative digital transformation in capital projectsEndeavor Management
Radical changes to megaproject delivery will bring first adopters a distinct competitive edge, while writing the epitaph of those who stay stuck in legacy ineffective practices. Whether you are an operating asset owner or an EPC, you are confronted with reinventing the core of your capital projects delivery through digital solutions. Such strategic transformation requires holistic change that focuses not only on installation of a new software application, but also on people and work processes to achieve a sustained, culturally intrinsic result from new technology .
2017 Physician Strategies Webinar Series - Physician Relations StructureEndeavor Management
Acquire insight into how to develop a more strategic and operational approach that can grow your organization’s physician referral base in a continually evolving accountable care environment.
This white paper discusses physicians’ medical training and its relationship to effective leadership qualities, and demonstrates how the soft skills associated with emotional intelligence are essential in guiding physicians in the practice of leadership.
Why is physician engagement strategically important? How can you design a strategy that is laser-focused on increasing clinical demand by ensuring your medical staff is aligned?
This presentation highlights key data, a framework for focusing your efforts with an aim statement and developing a programmatic approach to physician engagement.
Why is physician engagement strategically important? How can you design a strategy that is laser-focused on increasing clinical demand by ensuring your medical staff is aligned?
This presentation highlights key data, a framework for focusing your efforts with an aim statement and developing a programmatic approach to physician engagement.
Traditionally development of digital tools was solely an IT initiative, but today it is a customer-needs driven initiative. Digital experiences are often times the first impression that potential customers have of you, and the first tools they turn to when they have questions or needs throughout their journey.
Best practices for developing digital tools exist, and it is common to partner with an advertising or web development agency for this purpose. However, each market and healthcare brand are unique, necessitating the inclusion of voice of the customer insight to ensure that digital tools are being built around the real (not just assumed) needs and priorities of users. So how can marketing and digital teams engage users in order to develop the digital strategy and deliver the ideal digital experience? In this paper, we present a proven process and research-based tools for obtaining direct user feedback about digital needs, preferences, and priorities.
Hiring an experienced, trusted advisor can be the difference between success and failure. That’s why the members of our Healthcare Expert Advisory Group have been there, done that.
Our Healthcare Expert Advisory Group members have served as system leaders, successfully designing and implementing strategic solutions to healthcare’s ever-changing challenges. We’ve been in your shoes and understand the intricacies of the most complex organizations. Our team has overseen, from the inside, how strategy is designed and successfully implemented. Whether you’re looking for operational excellence, strategic planning, financial strategy, or leadership development, our experts have the experience and expertise to help you achieve results.
Physicians are rapidly adopting social media tools such as Twitter and LinkedIn as part of their approach to keeping up to date with the latest developments in healthcare. As the use of these digital tools becomes increasingly commonplace and mobile apps gain acceptance for supporting healthcare interactions, the physician liaison team can leverage digital tools and social media to improve the efficiency and effectiveness of the delivery of information. Digital tools can serve as a pathway to providing easier and more direct access to information and tools that help to strengthen relationships with referring doctors and their practice staff.
In this paper, we present a best practices from around the country in using digital tools to connect with referring physicians. When used appropriately, digital tools can configured and applied to improve relationships, grow referral volumes, and increase the efficiency and effectiveness of your physician liaisons.
Deep Leg Vein Thrombosis (DVT): Meaning, Causes, Symptoms, Treatment, and Mor...The Lifesciences Magazine
Deep Leg Vein Thrombosis occurs when a blood clot forms in one or more of the deep veins in the legs. These clots can impede blood flow, leading to severe complications.
Navigating Challenges: Mental Health, Legislation, and the Prison System in B...Guillermo Rivera
This conference will delve into the intricate intersections between mental health, legal frameworks, and the prison system in Bolivia. It aims to provide a comprehensive overview of the current challenges faced by mental health professionals working within the legislative and correctional landscapes. Topics of discussion will include the prevalence and impact of mental health issues among the incarcerated population, the effectiveness of existing mental health policies and legislation, and potential reforms to enhance the mental health support system within prisons.
India Clinical Trials Market: Industry Size and Growth Trends [2030] Analyzed...Kumar Satyam
According to TechSci Research report, "India Clinical Trials Market- By Region, Competition, Forecast & Opportunities, 2030F," the India Clinical Trials Market was valued at USD 2.05 billion in 2024 and is projected to grow at a compound annual growth rate (CAGR) of 8.64% through 2030. The market is driven by a variety of factors, making India an attractive destination for pharmaceutical companies and researchers. India's vast and diverse patient population, cost-effective operational environment, and a large pool of skilled medical professionals contribute significantly to the market's growth. Additionally, increasing government support in streamlining regulations and the growing prevalence of lifestyle diseases further propel the clinical trials market.
Growing Prevalence of Lifestyle Diseases
The rising incidence of lifestyle diseases such as diabetes, cardiovascular diseases, and cancer is a major trend driving the clinical trials market in India. These conditions necessitate the development and testing of new treatment methods, creating a robust demand for clinical trials. The increasing burden of these diseases highlights the need for innovative therapies and underscores the importance of India as a key player in global clinical research.
Antibiotic Stewardship by Anushri Srivastava.pptxAnushriSrivastav
Stewardship is the act of taking good care of something.
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
WHO launched the Global Antimicrobial Resistance and Use Surveillance System (GLASS) in 2015 to fill knowledge gaps and inform strategies at all levels.
ACCORDING TO apic.org,
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
ACCORDING TO pewtrusts.org,
Antibiotic stewardship refers to efforts in doctors’ offices, hospitals, long term care facilities, and other health care settings to ensure that antibiotics are used only when necessary and appropriate
According to WHO,
Antimicrobial stewardship is a systematic approach to educate and support health care professionals to follow evidence-based guidelines for prescribing and administering antimicrobials
In 1996, John McGowan and Dale Gerding first applied the term antimicrobial stewardship, where they suggested a causal association between antimicrobial agent use and resistance. They also focused on the urgency of large-scale controlled trials of antimicrobial-use regulation employing sophisticated epidemiologic methods, molecular typing, and precise resistance mechanism analysis.
Antimicrobial Stewardship(AMS) refers to the optimal selection, dosing, and duration of antimicrobial treatment resulting in the best clinical outcome with minimal side effects to the patients and minimal impact on subsequent resistance.
According to the 2019 report, in the US, more than 2.8 million antibiotic-resistant infections occur each year, and more than 35000 people die. In addition to this, it also mentioned that 223,900 cases of Clostridoides difficile occurred in 2017, of which 12800 people died. The report did not include viruses or parasites
VISION
Being proactive
Supporting optimal animal and human health
Exploring ways to reduce overall use of antimicrobials
Using the drugs that prevent and treat disease by killing microscopic organisms in a responsible way
GOAL
to prevent the generation and spread of antimicrobial resistance (AMR). Doing so will preserve the effectiveness of these drugs in animals and humans for years to come.
being to preserve human and animal health and the effectiveness of antimicrobial medications.
to implement a multidisciplinary approach in assembling a stewardship team to include an infectious disease physician, a clinical pharmacist with infectious diseases training, infection preventionist, and a close collaboration with the staff in the clinical microbiology laboratory
to prevent antimicrobial overuse, misuse and abuse.
to minimize the developme
CRISPR-Cas9, a revolutionary gene-editing tool, holds immense potential to reshape medicine, agriculture, and our understanding of life. But like any powerful tool, it comes with ethical considerations.
Unveiling CRISPR: This naturally occurring bacterial defense system (crRNA & Cas9 protein) fights viruses. Scientists repurposed it for precise gene editing (correction, deletion, insertion) by targeting specific DNA sequences.
The Promise: CRISPR offers exciting possibilities:
Gene Therapy: Correcting genetic diseases like cystic fibrosis.
Agriculture: Engineering crops resistant to pests and harsh environments.
Research: Studying gene function to unlock new knowledge.
The Peril: Ethical concerns demand attention:
Off-target Effects: Unintended DNA edits can have unforeseen consequences.
Eugenics: Misusing CRISPR for designer babies raises social and ethical questions.
Equity: High costs could limit access to this potentially life-saving technology.
The Path Forward: Responsible development is crucial:
International Collaboration: Clear guidelines are needed for research and human trials.
Public Education: Open discussions ensure informed decisions about CRISPR.
Prioritize Safety and Ethics: Safety and ethical principles must be paramount.
CRISPR offers a powerful tool for a better future, but responsible development and addressing ethical concerns are essential. By prioritizing safety, fostering open dialogue, and ensuring equitable access, we can harness CRISPR's power for the benefit of all. (2998 characters)
ICH Guidelines for Pharmacovigilance.pdfNEHA GUPTA
The "ICH Guidelines for Pharmacovigilance" PDF provides a comprehensive overview of the International Council for Harmonisation of Technical Requirements for Pharmaceuticals for Human Use (ICH) guidelines related to pharmacovigilance. These guidelines aim to ensure that drugs are safe and effective for patients by monitoring and assessing adverse effects, ensuring proper reporting systems, and improving risk management practices. The document is essential for professionals in the pharmaceutical industry, regulatory authorities, and healthcare providers, offering detailed procedures and standards for pharmacovigilance activities to enhance drug safety and protect public health.
The Importance of Community Nursing Care.pdfAD Healthcare
NDIS and Community 24/7 Nursing Care is a specific type of support that may be provided under the NDIS for individuals with complex medical needs who require ongoing nursing care in a community setting, such as their home or a supported accommodation facility.
One of the most developed cities of India, the city of Chennai is the capital of Tamilnadu and many people from different parts of India come here to earn their bread and butter. Being a metropolitan, the city is filled with towering building and beaches but the sad part as with almost every Indian city
Defecation
Normal defecation begins with movement in the left colon, moving stool toward the anus. When stool reaches the rectum, the distention causes relaxation of the internal sphincter and an awareness of the need to defecate. At the time of defecation, the external sphincter relaxes, and abdominal muscles contract, increasing intrarectal pressure and forcing the stool out
The Valsalva maneuver exerts pressure to expel faeces through a voluntary contraction of the abdominal muscles while maintaining forced expiration against a closed airway. Patients with cardiovascular disease, glaucoma, increased intracranial pressure, or a new surgical wound are at greater risk for cardiac dysrhythmias and elevated blood pressure with the Valsalva maneuver and need to avoid straining to pass the stool.
Normal defecation is painless, resulting in passage of soft, formed stool
CONSTIPATION
Constipation is a symptom, not a disease. Improper diet, reduced fluid intake, lack of exercise, and certain medications can cause constipation. For example, patients receiving opiates for pain after surgery often require a stool softener or laxative to prevent constipation. The signs of constipation include infrequent bowel movements (less than every 3 days), difficulty passing stools, excessive straining, inability to defecate at will, and hard feaces
IMPACTION
Fecal impaction results from unrelieved constipation. It is a collection of hardened feces wedged in the rectum that a person cannot expel. In cases of severe impaction the mass extends up into the sigmoid colon.
DIARRHEA
Diarrhea is an increase in the number of stools and the passage of liquid, unformed feces. It is associated with disorders affecting digestion, absorption, and secretion in the GI tract. Intestinal contents pass through the small and large intestine too quickly to allow for the usual absorption of fluid and nutrients. Irritation within the colon results in increased mucus secretion. As a result, feces become watery, and the patient is unable to control the urge to defecate. Normally an anal bag is safe and effective in long-term treatment of patients with fecal incontinence at home, in hospice, or in the hospital. Fecal incontinence is expensive and a potentially dangerous condition in terms of contamination and risk of skin ulceration
HEMORRHOIDS
Hemorrhoids are dilated, engorged veins in the lining of the rectum. They are either external or internal.
FLATULENCE
As gas accumulates in the lumen of the intestines, the bowel wall stretches and distends (flatulence). It is a common cause of abdominal fullness, pain, and cramping. Normally intestinal gas escapes through the mouth (belching) or the anus (passing of flatus)
FECAL INCONTINENCE
Fecal incontinence is the inability to control passage of feces and gas from the anus. Incontinence harms a patient’s body image
PREPARATION AND GIVING OF LAXATIVESACCORDING TO POTTER AND PERRY,
An enema is the instillation of a solution into the rectum and sig
Leading the Way in Nephrology: Dr. David Greene's Work with Stem Cells for Ki...Dr. David Greene Arizona
As we watch Dr. Greene's continued efforts and research in Arizona, it's clear that stem cell therapy holds a promising key to unlocking new doors in the treatment of kidney disease. With each study and trial, we step closer to a world where kidney disease is no longer a life sentence but a treatable condition, thanks to pioneers like Dr. David Greene.
Leading the Way in Nephrology: Dr. David Greene's Work with Stem Cells for Ki...
Empathy and Lean - Quality and Metrics
1. Creating Diplomats For Hope
Webinar
Series
Empathy & Lean
Using Lean Healthcare methodologies to
improve upon the patient experience
2. Creating Diplomats For Hope
Webinar
Series
HOUSEKEEPING
AUDIO is available through your computer speakers or
through dial-in. All lines are muted.
You can SUBMIT QUESTIONS/COMMENTS at any time.
We will address all questions during the Q&A session at
the end of today’s presentation.
Links to the slides and RECORDING will be made
available and sent to all attendees via e-mail.
3. Creating Diplomats For Hope
Webinar
Series
ABOUT US
WE WORK WITH NATIONALLY-RECOGNIZED INSTITUTIONS:
5 “Honor Roll” institutions
5 out of the top 10 cancer programs
3 out of the top 4 pediatric hospitals
3 out of the top 10 cardiovascular programs
NATIONAL BENCHMARKING STUDIES:
Patient experience management
Marketing practices
Physician relations programs
International programs
Ranked as one of top 50 Healthcare Consulting firms by Modern
Healthcare
4.
5. Creating Diplomats For Hope
Webinar
Series
JILL F. SECORD
GELB SENIOR ADVISOR, HEALTHCARE
Jill RN, BSN, MBA has 40 years of experience as a nurse with expert
skills in leadership, operations, managed care, nursing education
and creating roles for nurses in non traditional nursing settings. She
has clinical experience in critical care, orthopedics, home care,
home infusion, surgery, recovery and administrative experience in
managed care, contracting, provider relations, data analysis,
program operations and strategic planning.
She is certified in Lean Quality Healthcare and has developed systems to integrate
Lean techniques with Patient Experience Mapping and Family Focused Care
initiatives. Jill has worked with a variety of healthcare organizations
to create new departments, streamline current processes, and
develop new profitable programs.
6. Creating Diplomats For Hope
Webinar
Series
CAROL B. PACKARD
SENIOR ADVISOR, HEALTHCARE
Carol Packard has a Ph.D. in organizational development, a
master’s degree is in organizational psychology, and 20 years
experience working in health care. Carol also has designed
and implemented enterprise-wide Service Excellence
programs, using patient satisfaction data to drive process
improvements.
7. Objectives
To understand the difference between
EMOTIONAL needs and FUNCTIONAL needs
To understand a few LEAN TECHNIQUES
that you can use in your clinic setting
To have some “TOOLS” for your own personal
tool kit for future efficiency projects
9. Patient–Centered Settings
RESEARCH: WHY LEAN? WHY NOW?
As Health Systems move toward the
Accountable Care Model, systems will be
reimbursed based on:
• Improved patient CLINICAL OUTCOMES
• Higher patient SATISFACTION rates
• Fewer ACCIDENTS and INFECTIONS
• Lower COSTS
“Evidenced-based design”
10. Patient-Centered Care
OUR MOST IMPORTANT PERSON, THE PATIENT!
PATIENT
Primary Care
Clinic
Pharmacy
Radiologist
Neuro
surgeon
Surgical servicesNurses
Anesthesiologist
Family
Therapist
11. The Goal of Lean Work
• Find and Reduce Inconsistencies
• Eliminate Waste
• Reduce Errors
12. The Goal of Lean Work - AND
…To Coordinated patient care
Move teams from Episodic silo work…
13. Principles of Lean
The five-step thought process for guiding the implementation of lean
techniques is easy to remember, but not always easy to achieve:
1. Specify value from the standpoint of the patient and family.
2. Identify all the steps in the value stream for each service line, eliminating
whenever possible those steps that do not create value.
3. Make the value-creating steps occur in tight sequence so the service line will
flow smoothly toward the patient.
4. As flow is introduced, let patients pull value from the next upstream activity.
(Self scheduling for example)
5. As value is specified, value streams are identified, wasted steps are removed,
and flow and pull are introduced, begin the process again and continue it until a
state of perfection is reached in which perfect value is created with no waste.
(Continuous improvement).
15. Care Coordination Communication
EXPECTED BEHAVIORS
How interactions
occur and are managed
SYSTEMS
Processes and
technology to increase
efficiency
POSITIONING
Communications,
conversations, and
messaging
16. Process Mapping Work Steps
• Identify your current state
• Identify issues and root causes (5 why’s)
• Determine and collect metrics
• Develop your future state (including best practices)
• Determine required action steps to get there
• Develop your implementation plan
• Now implement!
18. Gap Analysis Steps
Complete your Patient experience map from the site review, metrics and
observations:
• Plot the patient flow through your specific clinic
• Look closely at each step, is this necessary?
• Is it valuable to your patient and families?
• Identify gaps in the flow to create an “outlined best practice” for your future
state
• Identify areas where patients find value and where they don’t
• identify opportunities for improvement determined from satisfaction
surveys and other feedback
Gather specific metrics on wait times. Use current “check in” technology to gather
wait time data and identify gaps in data collection.
Move opportunities to an effort/impact matrix.
19. Create the Ideal Patient Experience
1. Things we do well today
• in what areas can we deliver an exceptional experience?
2. Opportunities for improvement
• what should be done more consistently that should be reinforced?
• what are ways to surprise our patients that we currently do not do?
• what are the expected behaviors that we currently do not deliver consistently?
3. Best Ideas
• Let’s highlight our BEST IDEAS that others can learn from
GAP REVIEW
Review for each step
Need Scheduling First Visit Treatment Follow-Up
Gelb Toolkit
21. Quick Hits
• Those HIGH IMPACT LOW EFFORT tasks
that can be done today with little cost or
effort on the part of the staff.
• QUICK RESULTS
22. Problem Solving Team Work
REFINE list to high impact/low
effort top priorities.
Identify
Opportunities
UNDERSTAND issues and move
to root cause.
Prioritize
Opportunities
Develop Solutions
DETERMINE all potential
improvements.
The goal of problem solving!
Determine Root
Causes
SOLVE issues using brainstorming and
develop implementation plan to
support objectives.
IMPLEMENT
23. Create the Ideal Patient Experience
FROM YOUR IDENTIFIED BEST PRACTICES
Need Scheduling First Visit Treatment Follow-Up
Assign key team to
facilitate appointments and
serve as key contact point.
Mail intro packet: (what to
expect, travel resources,
vouchers, checklists,
contact information,
frequently asked
questions).
Review records/scans prior
to visit; schedule auxiliary
services
Inform patients to come
15-20 minutes prior to
appointment for check in
process and paperwork.
Greeting/by name,
Use volunteers to assist
patients and families and
communicate with staff as
needed.
Coordinate multiple
appointments; preview
wait times.
Suggest activities,
restaurants during breaks
between appointments or
after clinic visit
Financial advisor,
appointment for insurance
paperwork and
explanation of benefits.
Contact information
(phone number, email,
use patient portal) for
continuing needs
Remote management of
care (review of scans,
tests) when possible; call
to give results
Check-up phone call to
patient
Personal call to referring
physician to coordinate
follow-up care and thank
for referral
24. Clinic Example
A Thoracic Surgery Clinic at a Major University Health System asked
the Lean team to come in and evaluate their clinic to improve
efficiencies.
• The team reviewed Patient Flow and Mapped the
experience, they identified waste and did some problem
solving for clinical coordination.
• The clinic still had an issue with long wait times to see the
lead physician so they asked the Lean team to evaluate.
• Going to the “Gemba,” the team spent two days in clinic
following the three physicians while they saw patients.
25. Clinical Wait Time Example
The wait times in the thoracic surgery clinic
are too long. Patients were waiting 1-3 hours
for the lead physician.
This resulted in:
• Patients complaining about the wait time to see physicians
• Patient Satisfaction surveys confirmed that this was a patient
issue
• The clinic was short staffed and explained that they couldn’t “fix”
the problem right away with additional staff
• There were more new patients than available appointment slots
The Clinic asked:
• How can we increase efficiencies and increase patient
satisfaction now?
26. What we found
Each of the three physicians followed in the clinic practiced differently:
• LEAD PHYSICIAN #1 saw his patients in clinic and then dictated the note right
after the visit. This resulted in running behind by lunchtime and also late in the
day. Often physicians missed lunch to “catch up” or had lunch on the run as
patients were getting set up. And clinics may run until 7pm at night increasing
staff overtime. Physician #1’s biggest issues was the dictation on new patients as
they took longer to dictate notes due to the full exam needed.
• PHYSICIAN #2 did his note at the end of the day and patients were on time most
days. He was late due to leaving clinic.
• PHYSICIAN #3 did his note sometime during the week following, for example, on
Saturday. He was also late due to leaving clinic.
Each physician had one “incident” that happened in clinic every week causing delays.
So even though it appeared that incidents were once a week in the individual
physician mind, they were actually happening 3-4 times per week.
27. Review of issues
• LEAD PHYSICIAN #1 didn’t want to change his practice pattern as he thought that his
practice allowed him to capture all pertinent information and dictation right after the visit
allowed him to capture more pertinent information and was better for his patient care. But:
• LEAD PHYSICIAN #1 didn’t think he had the power to change his clinic schedule.
• HIS SCHEDULER didn’t think that she had the power to change his schedule.
With all parties in the room, the Clinic Manager approved the change in the clinic schedule
for new patients, as the change affected only one appointment time during clinic the day.
This appointment could be covered by a Nurse Practitioner in the clinic.
• “INCIDENTS” needed to be handled urgently.
• Incidents included esophageal bleeds, scopes off site, see urgent patients in house, etc.
The Clinic Manager was in the process of hiring a new physician and came up with the
ideal of having the new physician “float” rather than be scheduled in the clinic.
28. Solutions
THE LEAD PHYSICIAN’S appointment schedule was
expanded to one hour and a half for first visit
appointments. This allowed for a full pre- surgery exam
and a full dictation in preparation for surgery.
A NEW STAFF PHYSICIAN was scheduled each week as a
“float” to cover incidents, inpatients and procedures. If a
clinic physician had to leave due to continuity of care, the
“float” physician would take over in clinic.
29. Result One Month Post
• The Thoracic Clinic is now on time for all physicians, most clinic days.
Patients are taken back for their appointment within ten minutes of
arrival.
• The lead physician is happy as he is on time, has time to see patients
without rushing, can have a lunch period, and catch up if running behind.
• The “float” physician handles the “incidents,” add ons and fills in if a
physician has to be pulled away for an emergency. This keeps the clinic
flowing throughout the day and keeps the clinic on time.
• Patient satisfaction scores increased in the next quarter for this clinic as
patients are more satisfied.
IMPLEMENTATION OF SOLUTIONS
30. The rest of the story
• The Thoracic Clinic continues to RUN SMOOTHLY.
• The Lean team member would worked on this project was HIRED by
the clinic to continue the process improvement activities.
• The Lead physician was retiring and a WORK PLAN was put in place
to transition staff and workload.
• Lean methods have transitioned to LEAN AND DAILY WORK,
meaning that as improvements occur the process becomes easier to
implement. New improvements can be done on a daily basis
because the larger process efforts are in place.
AND SIX MONTH FOLLOW UP
31. Quick Hits: How do I get started today?
Sit in your waiting room for 10-15 minutes.
OBSERVE what you see…
• What are your patients doing?
• What are they reading?
• Who are they with?
• What do their facial expressions show?
Is there one thing that you could IMPLEMENT that
would make your patients and families more
comfortable with the wait?
This could be as simple as changing the placement of the
furniture…
32.
33.
34. The Psychology of Wait (January 20)
The Hope Effect (January 27)
Empathy & Lean (February 3)
Creating Diplomats For Hope
Webinar
Series
36. • Have a representative contact you?
• Have a representative come to
speak at your organization?
• Want more information?
Would You Like To
37. 2700 Post Oak Blvd., Suite 1400
Houston, TX 77056
+1 713.877.8130
www.endeavormgmt.com/healthcare
Contact Us
Carol Packard
cpackard@endeavormgmt.com
Jill Secord
jsecord@endeavormgmt.com