Barry's standard handouts providing a narrative description of what he presents. Includes a discussion of the common factors and the Partners for Change Outcome Management System
THIS CHAPTER DISCUSSES
•The empirical evidence supporting a strengths-based approach
•Specific practice guidelines for recruiting client resources to promote change
•The link between pluralistic counselling and a focus on client strengths
Barry's standard handouts providing a narrative description of what he presents. Includes a discussion of the common factors and the Partners for Change Outcome Management System
THIS CHAPTER DISCUSSES
•The empirical evidence supporting a strengths-based approach
•Specific practice guidelines for recruiting client resources to promote change
•The link between pluralistic counselling and a focus on client strengths
Overview of Patient Experience Definitions and Measurement ToolsInnovations2Solutions
This publication will provide an overview of patient experience, how it is measured, and how to achieve it optimally within the healthcare setting. Sodexo’s definition of Patient Experience will also be explored.
Bookends of the Patient Experience: Improvement Strategies from Admission to ...TraceByTWSG
In this webinar, Yvonne Chase of Mayo Clinic shares strategies to improve patient experience across the continuum of care - from pre-service to post-servcie activities. This presentation shares tools and processes used to streamline patient access, coordinate patient care and conduct patient follow-up post discharge - all while monitoring patient interactions to ensure clear and accurate communication from the first point of contact to the last.
How can hospitals and healthcare systems increase awareness and build relationships with an audience that is becoming resistant to traditional methods of outreach and marketing? Gelb has worked with a number of top-rated academic medical centers and hospitals to assess the referring physician experience and develop strategies to grow this unique market.
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.
Overview of Patient Experience Definitions and Measurement ToolsInnovations2Solutions
This publication will provide an overview of patient experience, how it is measured, and how to achieve it optimally within the healthcare setting. Sodexo’s definition of Patient Experience will also be explored.
Bookends of the Patient Experience: Improvement Strategies from Admission to ...TraceByTWSG
In this webinar, Yvonne Chase of Mayo Clinic shares strategies to improve patient experience across the continuum of care - from pre-service to post-servcie activities. This presentation shares tools and processes used to streamline patient access, coordinate patient care and conduct patient follow-up post discharge - all while monitoring patient interactions to ensure clear and accurate communication from the first point of contact to the last.
How can hospitals and healthcare systems increase awareness and build relationships with an audience that is becoming resistant to traditional methods of outreach and marketing? Gelb has worked with a number of top-rated academic medical centers and hospitals to assess the referring physician experience and develop strategies to grow this unique market.
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.
The Basics of Protecting PHI - Best Practices When Working with Business Asso...Endeavor Management
Ultimately, transparency and explicit conversations about HIPAA compliance are critical for protecting patient information. Healthcare professionals should feel encouraged to ask specific questions about how PHI will be stored and managed to ensure compliance. This white paper outlines several tips in working with your vendors regarding the proper handling of PHI. Based on Gelb’s experience, we have outlined several tips (and perhaps requirements) for your projects moving forward.
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Great leaders recognize that team integration is intrinsic to doing the work. This means that an interface manager is needed to focus on communications, conflict resolution, behaviors, and accountability. This person helps meet basic people needs of being, belonging, and becoming. Learn how to help your Project Leaders meet the challenge of complex projects with geographically dispersed team members by downloading our white paper: Mind the Gap in Project Execution.
Did you know that most innovators developed their concepts in their 20s? There’s a reason for that. They were able to successfully access their greatest app – a different part of their mind – on demand.
Our colleague, Bill Donius, was recently chosen to highlight a proven facilitation process to break through established habits and routines at a TED Talk.
This approach, based on a Nobel prize winning discovery, has now been applied to business. Using such will ensure you get truly different points of view, even among large groups, through your most powerful app – your mind. This is the essence of “thinking outside the box.”
You can use our techniques, based on 50 years of scientific research, to organize your teams to address key business challenges, including strategic planning, marketing and brand strategy and customer experience management.
For our second edition of our brand new e-zine, we’re shining the spotlight on the intriguing topic of patient insights. We discuss the role of patient insights and what impact it has on improving patient outcomes, and highlight new ways pharma can engage with patients.
So what are you waiting for? Head over to the website now for the latest edition of Spotlight On. Again, if you like what you see, feel free to share it with others. And if the first edition passed you by, don’t worry, it’s still available to read. Enjoy!
Best recruitment strategies for elderly patients in clinical trialsTrialJoin
Clinical research breakthroughs would be impossible without people who agree to participate. Depending on the nature of the research that’s being conducted, different types of patient population are needed. Even though some research conditions and treatments might apply only to the younger population, most of them will require both younger and older people, since the variety of these different age groups will provide better study results. Another reason why elderly patients are much-needed participants in clinical research is the fact that approximately one-third of all medications are consumed by them. Taking into consideration that people over 65 consist only 13% of the population (more or less), one-third of all medication being used by them is a large number. For this reason, elderly patients are invaluable in clinical research.
Study and survey results indicate that digital can best be deployed by healthcare and life sciences/pharmaceuticals practitioners and companies to offer "warm" treatment that encourages and empowers patients in order to yield excellent health outcomes and operational efficiencies.
Good medical practice covers a very wide range of issues, including matters of clinical competence and standards relating to more personal and interpersonal skills and attributes, like probity, communication and doctor-patient relationships. Today the patient sees himself as a buyer of health services. Once this concept is accepted, then there is a need to recognize that every patient has certain rights, which puts a special emphasis on to the delivery of quality health care. It is therefore essential that it is informed by a clear understanding of what expectations society actually has of doctors. These expectations are unlikely to be fixed and may be influenced by broader social, moral and cultural shifts.
ComFun6e_Ch03_C!.indd 66ComFun6e_Ch03_C!.indd 66 12/10/09 10:27:01 AM12/10/09 10:27:01 AM
A
ngela Savanti was 22 years old, lived at home with her mother, and was employed as a
secretary in a large insurance company. She . . . had had passing periods of “the blues”
before, but her present feelings of despondency were of much greater proportion. She
was troubled by a severe depression and frequent crying spells, which had not lessened
over the past two months. Angela found it hard to concentrate on her job, had great difficulty
falling asleep at night, and had a poor appetite. . . . Her depression had begun after she and
her boyfriend Jerry broke up two months previously.
(Leon, 1984, p. 109)
Her feelings of despondency led Angela Savanti to make an appointment with a
therapist at a local counseling center. The first step the clinician took was to learn
as much as possible about Angela and her disturbance. Who is she, what is her life
like, and what precisely are her symptoms? The answers might help to reveal the
causes and probable course of her present dysfunction and suggest what kinds of
strategies would be most likely to help her. Treatment could then be tailored to
Angela’s needs and particular pattern of abnormal functioning.
In Chapters 1 and 2 you read about how researchers in abnormal psychol-
ogy build a general understanding of abnormal functioning. Clinical practitioners
apply this broad information in their work, but their main focus when faced with
new clients is to gather idiographic, or individual, information about them
(Bornstein, 2007). To help persons overcome their problems, clinicians must fully
understand them and their particular difficulties. To gather such individual infor-
mation, clinicians use the procedures of assessment and diagnosis. Then they are in
a position to offer treatment.
jjClinical Assessment: How and Why
Does the Client Behave Abnormally?
Assessment is simply the collecting of relevant information in an effort to reach
a conclusion. It goes on in every realm of life. We make assessments when we
decide what cereal to buy or which presidential candidate to vote for. College
admissions officers, who have to select the “best” of the students applying to their
college, depend on academic records, recommendations, achievement test scores,
interviews, and application forms to help them decide (Sackett, Borneman, &
Connelly, 2008). Employers, who have to predict which applicants are most likely
to be effective workers, collect information from résumés, interviews, references,
and perhaps on-the-job observations.
Clinical assessment is used to determine how and why a person is behaving ab-
normally and how that person may be helped. It also enables clinicians to evaluate
people’s progress after they have been in treatment for a while and decide whether
the treatment should be changed. The hundreds of clinical assessment techniques
CLINICAL ASSESSMENT,
DI.
Outline approach to the delivery of successful social marketing campaigns in healthcare settings. Demonstrates the critical stages of awareness and behaviour required to generate successful communications campaigns.
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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.
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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 .
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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.
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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.
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
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1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
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2. Principles and Practices of Sustainability
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Discover the innovative and creative projects that highlight my journey throu...
Path to Care
1. Patients’ Path to Care:
Understanding the Decision-Making Process
Gelb Consulting Group, Inc.
1011 Highway 6 South
Suite 120
Houston, Texas 77077
P + 281.759.3600
F + 281.759.3607
www.gelbconsulting.com
An Endeavor Management Company
2. Patients’ Path to Care:
Understanding the Decision-Making Process
Overview
How are consumers making decisions about where they seek health care? And how should you
inquire about this important topic to uncover candid answers? This article will examine, based
on Gelb's prior work with healthcare clients, how to effectively mine information from your
organization’s consumers, how to aggregate the data into a meaningful call to action, and
finally how to identify feasible steps to act on the uncovered insights.
Determining the Right Methodology
Understanding how consumers make decisions as to where to receive their health care is
critical in ensuring your organization is properly positioned to attract new patients. Gaining
this insight, however, should encompass more than the age-old question, “How did you hear
about us,” as so often included in surveys or comment cards. Identifying who or what
influenced their decision allows organizations to engage in more strategically targeted
marketing efforts with more successful results. However, uncovering patients’ selection
process is complex as they are faced with a number of tough decisions, such as – Who will
provide me the best care? Who will give me the most personal attention? Who has the best
technology? And adding to this, we have found that consumers are addressing these questions
from different psychological perspectives and finding the answers in a number of places.
As with any research, choosing the most appropriate methodology influences the quality of
information you are able to collect. Exhibit 1 lists questions to consider in deciphering which
methodology is best for your investigation.
Quantitative data allows organizations to clearly and quickly identify trends among a large
group of respondents, especially with a research effort conducted on a national scale. Health
systems can easily ascertain what aspects of their institution might resonate with potential
patients based on an ongoing and standardized survey effort, such as the Press Ganey patient
satisfaction surveys. However, such endeavors do not always allow for specific and localized
information about an organization’s competitive environment, nor can they provide a detailed
profile of their current patients and list characteristics and driving motivators – both logical
and emotional – for them.
Quantitative Survey
Qualitative Focus Group
Qualitative Experience Mapping
Exhibit 1 Selecting a Methodology
2
• Will your questions seek to uncover trends on a
large scale among a large number of respondents?
• Will your questions aim to gauge local attitudes
on general topics?
• Will your questions ask individuals to share
personal details from their experience(s)?
3. Identifying Patients’ Path to Care:
Understanding the Decision-Making Process
Gelb’s approach to understanding how consumers select a healthcare provider often involves
qualitative research methods, such as traditional focus groups or experience mapping
interviews. While most researchers are familiar with the former, the latter involves in-depth
one-on-one conversations with patients of an organization. These discussions follow an
experience map that details key steps as a patient at a particular organization. Using this
technique allows for a rich look into patients’ experiences, including how they selected the
healthcare organization in question in the first place. In Exhibit 2 shows an example of an
experience map, with the first section highlighted as it focuses on revealing consumers
awareness of and preference for an organization.
For more general conversations, such as a hospital’s reputation within its community, a focus
group could speak to the local opinion and would ideally be selected to represent their area.
Focus groups also allow for commonalities to quickly be acknowledged as participants share
ideas, contribute to each other’s thoughts, and hear themes in one another’s answers.
However, it is important to ensure that individual nuances emerge, an often difficult task
within a larger group.
Exhibit 2 Experience Map
3
4. Identifying Patients’ Path to Care:
Understanding the Decision-Making Process
For more detailed and personal conversations, experience mapping might be the more suitable
approach. This tactic is also preferable when seeking the opinions of a specific patient
population, such as those with a certain diagnosis, as they are often more difficult to locate and
gather together in one room at the same time. If a hospital strives to truly comprehend what
brought a patient through their doors, they must first appreciate what a patient has gone
through prior to that step. Gaining an understanding of how a patient’s experience began starts
with talking about when they first started to notice something wasn’t quite right. Who did they
see first? What kind of conversations did they have with the people around them? What were they
told to do by others? Questions of this nature are often difficult for individuals to answer in a
group setting given the very personal nature of discussing one’s health and healthcare. It may
also be difficult to address in a group setting given the nuances unique to the specific patient
population in question. Making these inquiries on a one-on-one basis not only allows for a
greater sense of comfort between interviewee and interviewer, but also permits for probing
beyond the initial account of events. To further illustrate the often sensitive nature of these
conversations, see Exhibit 3, a quote from an interviewee with which we asked how she as a
mother decided where her daughter should be treated.
“Our doctors here, they were overwhelmed. It’s not like they were trying to find any kind of solution for
us either. We told them to call XXX…it was like you’re here to help us, why do we have to tell them what
to do… [My daughter] is lying in bed…and we were so helpless. My husband was like forget it and I’ll go
online and we’ll do whatever we need to do. He found this 1-800 number and said I’ll see what
happens. This was a nurse on the phone and she said I’ll let you talk to this doctor. This doctor takes
one week out of his whole year to do clinicals; he’s in the research lab the rest of the year….it was like
God was helping us. He said this is my specialty, this is what I do and I want to see your daughter. He
asked my husband did she start any kinds of treatment and he said no they only did a biopsy and
they’ve just left her to die…We asked all the doctors to get all the slides ready. And we had to take an
ambulance to get there…and we had to come up with a $1000 before they would take us and they put
us in there on a Saturday night and we got there on a Sunday morning.”
Exhibit 3 Experience Mapping Sample Response
Mining for and Presenting the Information
Consumers draw from a myriad of resources to determine which healthcare provider is the
right one for them. Drawing these out from consumer’s memory, and in detail, often presents a
challenge to interviewers. Physically handing the printed experience map to an interviewee
and asking them to read through the associated activities with each stage assists them in
recalling what activities they may have engaged in. It may also assist in serving as a reminder
that one’s experiences with an organization usually begins before their first physical
interaction with the entity.
Starting with the individual’s more logical side may help them better organize and recall their
memories. What resources have they seen from this organization, such as a brochure, web site,
advertisement, commercial, or billboard? Then from an emotional perspective, many
4
5. Identifying Patients’ Path to Care:
Understanding the Decision-Making Process
consumers may have drawn on their own perceptions of and experiences with a hospital. They
might have considered their knowledge of the facility, how have they or others they know
been treated there in the past, their personal perception of the facility’s reputation, level of
care offered, and the skill level, knowledge, and education of physicians.
Just as it is important to understand what resources patients access, it is vital to understand
how they are using these resources and what they find helpful. For example, so often
consumers’ decisions are understandably based on an interpersonal conversation, as it is
usually an individual the consumer knows and trusts. Interpersonal resources, such as family,
friends and doctors, address two areas of concern for consumers – What’s been true for you?
What do you recommend? Family and friends are questioned as to whether they’re familiar
with an organization, what they’ve heard others say about it, and if they’ve had prior personal
experiences there. However, in a recent study we conducted with parents of pediatric patients
of an academic medical center, we heard from younger consumers that online resources, such
as message boards, are used in a similar manner as interpersonal networks. These resources
allowed them to connect with others in similar situations as themselves, and often these
individuals had more knowledge and empathy than their friends and families.
Once interviews have been completed, we have found the most valuable means with which to
share collected information is to relay it from the patients’ perspectives. Below we have listed
steps in this process and Exhibit 4 provides examples of patient-centered statements.
Use the data from the experience mapping interviews to aggregate the stories heard.
Tip: Create one voice representing what was true for the majority.
Present common themes from the consumer’s perspective.
Tip: Consider how they found about the organization in question, what they heard
others say about it, and how they decided it was right for them.
I don't know much about
XXX, only that it is in XXX.
My referring physician discourages me from
visiting XXX and tells me that I won't receive
the personalized care he can provide me.
Exhibit 4 Writing in the Voice of the Customer
5
My family and friends tell
me XXX provides the best
care possible in treating
my condition.
6. Identifying Patients’ Path to Care:
Understanding the Decision-Making Process
Another method with which to share your findings is to create a patient profile. Examine
details from each interviewee to create an overview as to what characteristics the group of
interviewees might share. These could include, but are not limited to, demographic details,
psychographic information, and attitudes held by experience mapping interviewees. The
patient profile is similar to demographics produced by a quantitative survey or a focus group,
yet it is entirely appropriate to include the more emotional characteristics that arose out of
your conversations. These serve to produce a clearer idea of your audience and their
motivations. See Exhibit 5 for an illustration of this depiction.
Segment Overview: Low initial knowledge of their condition, and at first rely on counsel of friends, family and
physician, conducting little research until additional opinions sought
Demographics
• Married individuals
• Involved family and friends
Appeal of Hospital
• Physician suggests XXX as best hope for treatment
• Friends and family endorse this, citing their own experiences
• Immediate treatment, reputation, research and treatment options not
available elsewhere stand out
Psychographics
• Rely on others to help them, look to doctor for answers and solutions and to friends and family
for reassurance
• Only when doctor disappoints (can’t offer other options) do they take things into their own
hands, research options and make selection themselves
Attitudes about Condition
• Willing to do whatever it takes to care for treatment, but limited knowledge of condition leads to
immediate concern with severity of diagnosis
Exhibit 5 Patient Profile
Additionally, consider developing a framework around the information by categorizing the
functional and emotional needs of interviewees. Examine the language interviewees used in
their conversations. Did their words center more on concepts of technology? Or was the
conversational focus on more interpersonal aspects? Distinguishing between the two can help
you determine if your organization is more positioned as high tech or high touch, as seen in the
Perceptual Map, Exhibit 6. Also, again based on the language used by consumers in your
experience mapping interviews, you can distinguish between whether you are perceived to be
more focused on the consumer or yourself. Did consumers speak about how they thought you
were concentrated on their care and well-being? Or conversely, did they mention that your
focal point is on advancing your own research? A categorizing framework such as this further
illustrates the nuanced way you are perceived by consumers and this perception might
influence their selection of you as a provider. You can also employ the same process to
comprehend how your competitors are perceived.
High tech
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7. Identifying Patients’ Path to Care:
Understanding the Decision-Making Process
Your Company
You
Me
Competitor
High touch
Exhibit 6 Perceptual Map
For the purpose of this article, we have focused on gaining a deeper understanding of
consumer selection via experience mapping, but the process can certainly be used to
understand consumer experiences in their entirety. Revisit Exhibit 2, the Experience Map, to
review additional pieces of a patient’s experience you can discuss and dissect further.
Uncovering Your Focus
Experience mapping interviews not only allows researchers to ask personal questions of
consumers, but also to dig deeper into their responses to clearly understand their needs,
thoughts, opinions, motives, and influences. Such a technique could help your organization
better identify how your patients are finding your front door. But patients want different
things – some seek out and focus on information regarding an organization’s quality while
others look for stories related to the personal care the organization will provide them. To
effectively address both segments, you must strategically position yourself to speak to both
groups, or whichever group(s) your findings might reveal.
Workshops can be a useful tool to discuss findings and determine how to take action based on
these insights. First, review the information currently offered to patients as well as the findings
from experience mapping or focus groups. Then identify the areas of your organization or
messages about your organization that are not being clearly communicated to your patients.
Brainstorming is an effective way to recognize ways to better address these areas or messages.
More specifically, workshop attendees should be encouraged to ascertain which ideas are
feasible and which ones can be solved individually or require a larger team effort (see Exhibit
7).
For example, how do you make online resources interpersonal? One solution for a pediatric
area of a large academic medical center was to place videos on their web site featuring
pediatric patients offering more information on treatments, the facility, and their experiences.
Or, how do you cultivate and maintain deep referring relationships with community
physicians? An online dashboard eliciting immediate feedback from referring physicians could
be a possible resolution to this as it would allow real-time responses to any feedback in need of
resolution.
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8. Identifying Patients’ Path to Care:
Understanding the Decision-Making Process
Procedure
Solution
Feasible
Solve jointly
Impossible
Solve individually
Exhibit 7 Experience Mapping Workshop
Be mindful that what kind of information and resources that will most effectively speak to your
potential patients may vary. As one patient explained us,
“I can’t tell you the newspaper ad was more important than seeing a friend on TV that was
treated [at the hospital] or more important than the referral from my surgeon…Every one of
those things was important to me. It was seeing how all of those pieces fit together [that] gave me
the comfort that I was in the right place.”
We suggest that even though your pieces may fit together in your mind, it is a worthwhile
exercise to examine what pieces you are working with and evaluate how they fit together in
patients’ minds.
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9. Identifying Patients’ Path to Care:
Understanding the Decision-Making Process
About Endeavor
Endeavor Management, is an international management consulting firm that collaboratively
works with their clients to achieve greater value from their transformational business
initiatives. Endeavor serves as a catalyst by providing pragmatic methodologies and industry
expertise in Transformational Strategies, Operational Excellence, Organizational Effectiveness,
and Transformational Leadership.
Our clients include those responsible for:
•
Business Strategy
•
Marketing and Brand Strategy
•
Operations
•
Technology Deployment
•
Strategic Human Capital
•
Corporate Finance
The firm’s 40 year heritage has produced a substantial portfolio of proven methodologies,
deep operational insight and broad industry experience. This experience enables our team to
quickly understand the dynamics of client companies and markets. Endeavor’s clients span the
globe and are typically leaders in their industry.
Gelb Consulting Group, a wholly owned subsidiary, monitors organizational performance and
designs winning marketing strategies. Gelb helps organizations focus their marketing
initiatives by fully understanding customer needs through proven strategic frameworks to
guide marketing strategies, build trusted brands, deliver exceptional experiences and launch
new products.
Our websites:
www.endeavormgmt.com
www.gelbconsulting.com
www.gulfresearch.com
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