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Healthcare Communication and Management in the Changing World
- 1. HEALTHCARE COMMUNICATION AND MANAGEMENT IN THE CHANGING WORLD OF HEALTHCARE Suzanne Ewert HCA459: Senior Project Instructor: Theresa Reboli 8/31/2015
- 2. COMPLEX RESPONSIVE PROCESSES (CRP) This changes the mindset from seeing organizations as machines to viewing them as living systems that need constant tending to
- 3. 1. ART/SCIENCE 2. CURIOSITY 3. FEELING/SENSATION 4. DEMONSTRATION 5. SOFT/MELLOW 6. CORONARY/ARTERY 7. CONNECTION Seven da Vincian Principles
- 4. ART/SCIENCE AND HEALTHCARE LEADERSHIP “This shift is evident in the move toward evidence-based practice (EB-P) in nursing and health care” (Davidson, 2010, Pg.113).
- 5. CONTINUED EDUCATION UNITS (CEU) DATABASE CEU Database CEU’s to submit to meet requirements for certifications/licenses Management can assign yearly required training Management can assign training as needed
- 6. CONTINUED EDUCATION UNITS (CEU) DATABASE Transfer techniques Create new training Wound care New Equipment Training
- 7. CURIOSITY AND HEALTHCARE LEADERSHIP “Creative problem solving and an open, curious mind may well be the best strategies for innovation in healthcare delivery” (Davidson, 2010, Pg. 114)
- 9. FEELING/SENSATION AND HEALTHCARE LEADERSHIP “The connection between Sensazione and healthcare leadership is in being fully aware of our surroundings in the living present. From a transformative perspective, one’s surroundings include not only the external physical environment, but also the quality and nature of our interactions and relationships with others” (Davidson, 2010, Pg. 114)
- 10. ANGER MANAGEMENT COURSES CEU Database assign Anger Management courses Required Anger Management Certified course One on One Counseling Group Counseling Anger Management
- 11. GRIEF COUNSELING CEU Database assign Grief courses Certified Grief Counselors One on One Grief Counseling Group Grief Counseling Grief Counseling
- 12. DEMONSTRATION AND HEALTHCARE LEADERSHIP Demonstration “tells us that we have much to learn from our mistakes, especially in the face of an unknowable, yet recognizable, future…will address the challenges of leading amidst this uncertainty” (Davidson, 2010, Pg. 115)
- 13. CEU DATABASE •Healthcare Administrators have a responsibility to have the computer system that is a part of the nationwide health information exchange and educate healthcare staff in the use of it. •Utilize the CEU Database to create classes on teach the proper way to enter data in the computer.
- 14. SOFT/MELLOW AND HEALTHCARE LEADERSHIP “Our habitual ways of being and relating in health care are often firmly based in rationalist causality. We see ourselves as moving toward some pre-chosen goal or finished state…However, in our own efforts to reduce anxiety of the unknown, we limit the potential for novelty and innovation. What tends to happen in the rational mindset is a re-creation of past patterns of interaction. For leaders, then, the work of helping individuals to let go of the past and supporting new ways of being becomes central” (Davidson, 2010, Pg. 116)
- 16. CORONARY/ARTERY AND HEALTHCARE LEADERSHIP The Sixth of the Seven da Vincian principles is the Coronary/Artery. Historically administration of healthcare facilities “operate in the macro-time frame (past to present to future)…Leaders, who are constantly focused on the future and how they want it to unfold, will always be waiting for tomorrow, and the day after that. The power to shape the future lies in our ability to interact and pay attention to the present and our connections to those around us” (Davidson, 2010, Pg. 116)
- 17. PROBLEMS WITH ADMINISTRATION AND MEDICAL PERSONAL COMMUNICATION •Physicians continue to bear the ultimate accountability for patient outcomes •The CEO is in charge, but onto in control •(Bujak, 2003, Pg. 4)
- 18. COMMON GROUP IDENTITY •To create a common group identity which requires the ‘presence of leaders who can provide direction and manage context and relationships” (Bujak, 2003, Pg. 20)
- 19. CONNECTION AND HEALTHCARE LEADERSHIP “In twenty-first century organizational life, we must come to understand the Connection between people rather than things…this skill as coevolving, developing larger ecosystems that connect people and their actions across boundaries through seeing and acting from the whole” (Davidson, 2010, Pg. 117)
- 20. ASSESSMENTS OF HEALTHCARE STAFF Staff Database Opinions of patients/staff Writeups Call-ins/No Shows
- 21. INCENTIVES FOR HEALTHCARE STAFF Overtime •Thank You Card •Record in Staff Database Working Holiday •Holiday Card •Gift Card •Record in Staff Database Manager’s choice •Thank You Card •Record in Staff Database
- 22. CLOSING 1. Communication 2. Management 3. Seven da Vincian Principles
- 23. REFERENCES • Bujak (2003). How to Improve Hospital-Physician Relationships. Frontiers of Health Services Management. Retrieved from Ashford University Library. • Cleveland, A. D. (2011). Miles to go before we sleep: Education, technology, and the changing paradigms in health information. Journal of the Medical Library Association, 99(1), 61-69. Retrieved from the EBSCOhost database. • Davidson, S. J. (2010). Complex responsive processes: A new lens for leadership in twenty-first-century health care. Nursing Forum, 45(2), 108-117. Retrieved from the EBSCOhost database. • Jean-Francois, Coget (2008). Does Managerial Motivation Spill Over to Subordinates? Academy of Management Perspectives. Pages 84-85. Retrieved from http://dx.doi.org/10.5465/amp.2011.0133 Ashford University Library. • Lees, P. (2010). Health care special report: The clinician as leader: Leadership saves lives. Business Strategy Review, 21(4), 26-31. Retrieved from the EBSCOhost database. • Raelin, J. A. (1998). An anatomy of autonomy: Managing professionals. The Academy of Management Executive, 3(3), 216. Retrieved from the EBSCOhost database.
Editor's Notes
- Welcome, my name is Suzanne Ewert and this is my Senior Project for my Healthcare Administration BA degree. During the powerpoint presentation, Healthcare Communication and Management in the Changing World of Healthcare, I will discuss that healthcare management has a greater responsibility than ever before to examine their communication and management styles so they can be effective in the ever changing healthcare field. Specifically how different types of communication and management styles effect the culture of the organization, performance of the employees and maintaining management authority.
- Historical The Care Center has had a highly coercive organizations with linear leadership. To meet the ever changing landscape of medical field there is a need to change to a highly normative organization with participatory leadership, which would include the Complex Responsive Processes (CRPs). This changes the mindset from seeing organizations as machines to viewing them as living systems that need constant tending to. I have used the Seven da Vincian principles to create an overview of the organization as a living system that each of the seven areas are important to the growth and sustainability of the healthcare organization. By dividing management and communication into seven areas it is easier to make sure that all areas are addressed.
- a. In the book, How to Think Like Leonardo da Vinci: Seven Steps to Everyday Genius, the author Michael Gelb provides “a powerful example for anyone wanting to connect with their capacity for genius” (Davidson, 2010, Pg. 109). I want to take this capacity for genius and integrate it into the communication and management of a healthcare facility. The seven principles are written in Italian but for simplicity I am translating each one to English. The first one is art and science. The second is Curiosity. The third is Feeling/Sensation. The fourth is demonstration. The fifth is soft/mellow. The sixth is coronary/artery. Last, but not least is connection. Each one will be discussed during this presentation.
- “The major thrust in the twentieth century for the nursing profession was on the development of nursing science” (Davidson, 2010, Pg.113). “This shift is evident in the move toward evidence-based practice (EB-P) in nursing and health care” (Davidson, 2010, Pg.113). We, in the healthcare field excel in this area. We have been very successful in developing the proper training and tracking systems to adhere to the many rules and regulations governing healthcare facilities. I will discuss of few of these in the next few slides.
- a. Continued Education Units (CEU) database that all staff has access to, this is a great way to make sure that all licensed staff stays educated and meets the requirements for their certifications or licenses. This CEU database should have the CEU’s specific for long term care, but also contain ones from other fields. This CEU is adaptable to any field in healthcare. It should be assessable by staff both at work and at home. That way staff members are have more options to completing their required CEU’s. b. The first obvious way that this CEU database can be utilized is to have a way to track of each staff members CEU’s and can send staff reminders as necessary. c. The second benefit is the ability for management to assign required yearly training to staff members and can track the successful completion of it. d. The last and perhaps the best benefit is that management can assign training specifically to address discipline issues with staff. For example, a staff member having trouble with being frustrated could be assigned anger management classes as part of his/her plan of action.
- a. The CEU database can be added to provide training in new rules and regulations like; b. New Medicare rules and regulations c. Videos of techniques for things such as wound care, transfers, new equipment and other training that is either new or just reminders of what is expected. d. And any other training as needed.
- Next of the Seven da Vincian principles is Curiosity. Which is the “Creative problem solving and an open, curious mind may well be the best strategies for innovation in healthcare delivery” (Davidson, 2010, Pg. 114). The next few slides some examples of strategies of healthcare delivery.
- The Art of Persuasion is a talent that healthcare staff, especially nursing assistants and nurses, need to be able to do their jobs. The most essential and delicate part of a nursing assistant’s job is the ability to persuade a patient to allow them to undress them and give them a bath. This is accomplished by having training on how to have the right words, tone, body language and techniques. By being taught this delicate art of persuasion nursing assistants and nurses are able to connect with patients and meet there most personal of needs.
- The third of the Seven da Vincian principles is Feeling/Sensation. This is “being fully aware of our surroundings in the living present. From a transformative perspective, one’s surroundings include not only the external physical environment, but also the quality and nature of our interactions and relationships with others” (Davidson, 2010, Pg. 114). As healthcare staff we are expected to meet the emotional needs of our patients all without having any emotional needs of our own. We deal with angry, hurting, and dying patients every day and are expected to not react negatively. I think that it is a mistake to not provide emotional support for our healthcare staff. The next few slides will discuss two of the programs I think are necessary for the emotional wellbeing of our essential healthcare staff.
- One of the first ways of helping staff deal with anger is using the CEU Database to create and assign Anger Management courses. These courses can be mandatory yearly training or assigned as necessary. For staff with anger issues a Required Anger Management Certified course can be required as part of the plan of action to prevent being terminated. One on One Counseling for Anger Management will have to be established through the health insurance plan for employees. Not all healthcare facilities can afford this option Group Counseling is offered through the county mental health department. The information of various classes should be posted in staff breakrooms.
- This is another example of how the CEU Database can be used. To created and assign Grief courses. These courses can be mandatory yearly training or assigned as necessary. Encourage healthcare staff to become Certified Grief Counselors, not only for themselves but to be able to help patients and other staff members. One on One Counseling for Grief Management, which will have to be established through the health insurance plan for employees. Not all healthcare facilities can afford this option. Grief Group Counseling is available through the county mental health department. The information of various classes should be posted in staff breakrooms.
- The fourth of the Seven da Vincian principles is demonstration and it “tells us that we have much to learn from our mistakes, especially in the face of an unknowable, yet recognizable, future…will address the challenges of leading amidst this uncertainty” (Davidson, 2010, Pg. 115). Most healthcare facilities are struggling to receive full reimbursement for services rendered from Medicare and other health insurance companies. There needs to be a change.
- Healthcare Administrators have a responsibility to have the computer system that is a part of the nationwide health information exchange and educate healthcare staff in the use of it. All paper records need to be converted to electronic records, because failing to do so will “find their Medicare/Medicaid payments decreased as a penalty for being unwilling to participate in this initiative" (Ardito, 2014, Pg. 41). To be sure that payment is received for services provided, proper recording of medical information on the health information exchange has become one of the most important tasks in a healthcare facility. So utilizing the CEU Database to create classes on teach the proper way to enter data in the computer. This can be assigned to healthcare staff as needed
- “Our habitual ways of being and relating in health care are often firmly based in rationalist causality. We see ourselves as moving toward some pre-chosen goal or finished state…However, in our own efforts to reduce anxiety of the unknown, we limit the potential for novelty and innovation. What tends to happen in the rational mindset is a re-creation of past patterns of interaction. For leaders, then, the work of helping individuals to let go of the past and supporting new ways of being becomes central” (Davidson, 2010, Pg. 116). The need for innovation and charismatic leadership is greater than ever.
- “First, charismatic managers should be more likely to engage in symbolic behaviors that foster strong subordinate identification, thereby increasing the likelihood that followers would imitate them. Second, since charismatic managers should be more prone to self-expression, they are more likely to clearly express their motivation to subordinates. As a result, subordinates would be more likely to be affected by managerial motivation and strive to emulate it” (Jean-Francois, 2008, Pg. 84). These qualities, charismatic, self-expressive, motivating and knowledgeable are essential qualities in a manager.
- The sixth of the Seven da Vincian principles is the Coronary/Artery. Historically administration of healthcare facilities “operate in the macro-time frame (past to present to future)…Leaders, who are constantly focused on the future and how they want it to unfold, will always be waiting for tomorrow, and the day after that. The power to shape the future lies in our ability to interact and pay attention to the present and our connections to those around us” (Davidson, 2010, Pg. 116). This mindset of administration does cause communication issues with the medical staff.
- CEO are in charge of the healthcare facility but they do not control the physicians and all decisions have to be based on professional standards and what technological dictates. In other businesses the CEO makes decisions based on what will grow the business and provide the greatest amount of financial success. This is why physicians and administration have historically been at odds. Physicians are 100% accountable for patient outcomes and if that costs ‘too much’ is not concern. Administration has the responsibility to keep the business in the black. So to address this fundamental differences it is essential for good communication.
- To create a common group identity which requires the ‘presence of leaders who can provide direction and manage context and relationships” (Bujak, 2003, Pg. 20). By using this common group identity as a guide to finding common ground. When CEO and administration are presenting ideas to the medical staff it is important to remember their concept of time is immediate, so it is important to put concrete timelines on future plans. Such as in the next week, year, and decade. Common understood language is important for successful communication.
- Last but not least of the Seven da Vincian principles is Connection. “In twenty-first century organizational life, we must come to understand the Connection between people rather than things…this skill as coevolving, developing larger ecosystems that connect people and their actions across boundaries through seeing and acting from the whole” (Davidson, 2010, Pg. 117).
- To be able to properly evaluate healthcare staff there needs to be a way to look at all aspects of their working history. However, usually there is only the write-up available in healthcare personals files. There is a better way. “Of course, the professions must supply generally accepted criteria to evaluate effectiveness so that both the professionals and their managers (who might be professionally trained in the respective discipline under supervision) can assess progress at periodic millstones” (Raelin, 1998, Pg. 220). So it is necessary to have a find a way to gather the proper data to assess each healthcare employee. This can be done by creating a database for each healthcare staff so that write-ups, hours worked per week, opinion of patients/staff, continued education and call-in/no-shows. This information can show a more accurate picture of what kind of employee this person is and if they are worth investing time and resources into them.
- There is a growing trend of losing good healthcare staff members and difficulty in replacing them. Connecting with our healthcare employees on a deeper level of being thankful for their hard work and devotion to the patients. The Healthcare employees that work overtime need to be thanked for their sacrifice and hard work. A simple handwritten thank you card from their direct supervisor is most effect. Working a Holiday should be rewarded with a Holiday Card handwritten by the Executive Director or Director of Nursing sends a strong message of the thankfulness from management. Then there is Manager’s Choice, this is any extra special things that healthcare staff do to make the lives of patients, families and other staff better. A handwritten thank you note from their manager sends the strongest message of gratefulness. It is important to record the events in the staff database so that when they are evaluated there is a clearer picture of the type of employee they are.
- In conclusion, contemporary health care is changing. It is the responsibility of healthcare management to have the best communication and management styles to be effective in the ever changing healthcare field. Specifically how different types of communication and management styles effect the culture of the organization, performance of the employees and maintaining management authority. With these seven points of the Seven da Vincian Principles, a company can evaluate if they have any weak areas that need extra time and attention. Most healthcare companies are excellent in the Art/Science but are lacking in the Connection between. Looking at each of these seven points as body functions that keep the company alive, such as the blood supply is essential to life, but so are the lungs. Each of these points of the Seven da Vincian Principles are the life force that ensures the survival of Care Center of Port Orchard now and in the future.