Non-Published Articles
The Age of HCAHPS: Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever
Everyone is looking for a silver bullet, and HCAHPS is the closest thing we have to one. Raise HCAHPS scores and many other problems will fix themselves. This includes readmissions and hospital-acquired infections, both of which are extremely costly to healthcare organizations.Communication Transparency: Clarity creates Trust
In the same way that transparency of financials creates ownership behaviors, transparency of communication creates ownership behaviors. We are sometimes reluctant to confront behavior that does not align with the standards of our organization because we are afraid we will jeopardize a relationship or because we aren’t sure how to deliver the message. In either case, the cost of our silence is that we permit the behavior. In essence, we endorse the behavior: what we permit, we promote.Nine Principles® — A Roadmap for the Baldrige Criteria
An overview of some prescriptive behaviors that demonstrate the Baldrige health care criteria using Studer Group methodology as a framework.Leader Standardization and Repetition
Standardization and Repetition will lead to improved and sustained performance.Selection and the First 90 Days
The third of a six-part series on how to sustain operational excellence gains with a focus on implementation of the six Must HavesSM.
This article focuses on the Must Have of Selection and the First 90 Days. It provides strategic ways to allow employees to feel a sense of ownership about the workplace through focusing on employee selection and early retention.
Employee Thank You Notes
The second of a six-part series on how to sustain operational excellence gains with a focus on implementation of the six Must HavesSM.
This article focuses on the Must Have of Employee Thank You Notes.
Four Phases of Organizational Change
Description of how organizations and people react to organizational change and what you as a leader can do to navigate the pitfalls associated with change.Do We Filter Out the Positives?
Health care workers' ability to spot problems saves lives and helps organizations in many ways. But in developing a culture that creates strong employee and physician loyalty and high patient satisfaction, the ability to spot and act on the positive is a critical factor to success.Aligning Leader Evaluations with Desired Outcomes
The sixth of a six-part series on how to sustain operational excellence gains with a focus on implementation of the six Must HavesSM.
This article focuses on the Must Have of Aligning Leader Evaluations with Desired Behaviors. To move an organization to high patient and employee satisfaction - and more importantly, keep it there - there must be an evaluation tool in place that is aligned to desired results under the Five Pillars.
Getting Physicians on Board
This thought from Quint focuses on understanding the key drivers of physician satisfaction and strategies to move the physician buy-in and loyalty.Key Words at Key Times
The fifth of a six-part series on how to sustain operational excellence gains with a focus on implementation of the six Must HavesSM.
This article focuses on the Must Have of Key Words of Key Times. In health care, patients are distracted, frightened, and many times in pain. We may think we have communicated something, but in reality what we thought we were communicating may not have been heard. Key words are simple. They help the patient understand his/her care better, and they align the behavior of the staff to the needs of the patient. When we talk about key words, we are really talking about building a relationship with our patients.
A CEO Conversation with Quint Studer on Creating a Culture of Excellence
A conversation between Quint and a CEO on how to create, improve and sustain service and operational excellence.Discharge Phone Calls
The fourth of a six-part series on how to sustain operational excellence gains with a focus on implementation of the six Must Haves®
This article focuses on the Must Have of Discharge Phone Calls. It explains how and why to do discharge phone calls in order to achieve greater patient satisfaction and increase clinical outcomes.
Rounding for Outcomes
The first of a six-part series on how to sustain operational excellence gains with a focus on implementation of the six Must HavesSM.
This article focuses on the Must Have of Rounding for Outcomes. By hardwiring a disciplined culture of leader rounding, organizations capture unique opportunities, collect and communicate the wins, reward and recognize staff, and manage up.