Posted August 13, 2014
There’s no substitute for “connecting” with the patient. Effective communication and demonstrating empathy is a critical component to quality patient care. New technologies such as Electronic Health Records (EHRs) can seem like a barrier for physicians and providers looking to build a connection.
Posted August 05, 2014
A common misconception is that Clinician and Group Consumer Assessment of Healthcare Providers and Systems (CG CAHPS) is about patient satisfaction. However, CG CAHPS is really about the entire healthcare provider team providing the highest level of quality care and the best possible patient experiences. It’s important to remember that patient experiences include what they see and hear before, during and after the visit. It’s about the perception of the care received.
Posted July 10, 2014
Gain five tips that can help organizations create a culture of engagement.
Posted June 24, 2014
We’ve all been there. We decide as an organization that we want to roll out several new tactics to improve results, increase efficiencies and decrease variability. We get excited as we see some initial gains and progress toward our strategic goals. The organization seems to be operating more efficiently, and has even made significant changes to anchor viability for the future. Then several months in, we realize that results have become stagnant and in some areas, even start to take a downward turn. We’re forced to reevaluate what is getting in our way from achieving the results we desire.
Posted June 11, 2014
More and more healthcare organizations are executing daily huddles at the start of each shift as a way to effectively communicate organizational updates, focus on providing quality patient care and to proactively plan for the upcoming shift. Patient schedules, staffing, potential obstacles, goals, results and so on are all topics that can be discussed. Huddles are also an effective way to ensure that problems are quickly solved, announcements can be made about operational changes, and everyone hears a consistent message at the same time.
Posted May 27, 2014
Change is hard — especially when we are the ones who need to change. For years, we as patients have heard from our primary providers that we should follow certain guidelines to live a healthier, more balanced life. We are instructed to watch our diet, exercise regularly, take prescribed medications and so on. But how often (and how regularly) do we adhere to these guidelines?
Posted May 07, 2014
Aligning action plans with desired results requires us to have the right action plans in place. This involves a review of results to date, looking at trend lines (quantitative data) and validating current data through continued dialogue with all stakeholders (qualitative data). It also requires having accountability processes in place to identify priorities at least every 90 days, identifying who is responsible for creating and executing those actions to impact the outcomes, and monthly follow-up to assure compliance and movement in the right direction.
Posted April 15, 2014
In August 2009, the Joint Commission Center for Transforming Healthcare completed a study called The Hand-off Communications Project. In that study, they found that 37% of hand-offs of patients between caregivers "were defective and didn't allow the receiver to safely care for the patient". In addition, it’s estimated that 4 out of 5 serious medical errors, including "sentinel events" such as death or seriously physical or psychological injury, occur due to miscommunication between caregivers during hand-offs.
Posted March 28, 2014
Selecting physicians is not just about getting physicians into the organization. Building lasting relationships and durable performance is about getting the right physicians in the organization and it starts with the interviewing process.
Posted March 18, 2014
One of the questions I'm frequently asked as I travel the country coaching healthcare organizations is how to be more effective in approaching annual performance appraisals. At Studer Group, we suggest communicating the "why" first and connect it back to the values of the organization. In other words, why are we having this performance conversation?