How to eliminate disrespect in healthcare
by Anthony Cirillo
R-E-S-P-E-C-T. While that's Aretha's line, it would seem to one Harvard professor that its opposite--disrespect--is the systemic cause of problems in hospitals.
Lucian Leape, adjunct professor of health policy at the Harvard School of Public Health, was cited in a recent article saying disrespect is the reason why so many patients leave the emergency room, why staff is "demoralized" and why medical errors persist.
In the journal Academic Medicine, Leape and his co-authors outlined six categories of disrespect, the final one being systemic disrespect that's baked into the profession.
Meanwhile, in ...
Source: hospital impact - January 8, 2013 Category: Health Managers Authors: Wendy Johnson Source Type: blogs
Avoiding the dangers of leadership goal-setting
by Kent Bottles
Setting personal and professional goals is a popular topic of conversation every January with the start of a new year.
When I was chief medical officer for a large Midwestern integrated healthcare system, goal setting was taken very seriously and incorporated into the bonus system for the senior executives.
At first, writing my first column of 2013 on practical goal-setting tips for hospital and physician leaders seemed like a good idea. Articles advised me to make my goals SMART (specific, measurable, attainable, relevant, and time-bound) and to set five-year goals that would naturally lead me to my ...
Source: hospital impact - January 8, 2013 Category: Health Managers Authors: Wendy Johnson Source Type: blogs
Investing in your healthcare workers' health
by Scott Kashman
What if I told you I'd guarantee you 5 percent on your investment? How about 10 percent? Would this interest you? So here's the catch ... you are investing in your own health.
I'm working with one of our physicians to explore an interesting concept--improving population health. We are looking to directly share healthcare cost savings with participating employees.
Let me know what you think. These small successes should lead us to real sustainable improvement in our own and our community's health.
Your Health Portfolio: A Collaborative Shared-Risk Model
Pilot Overview:
- Identify and complete popul...
Source: hospital impact - January 3, 2013 Category: Health Managers Authors: Wendy Johnson Source Type: blogs
Patient experience framework: Human-Business-Human
by Doug Della Pietra
After reading my December blog post, one reader asked: "How do you train your front-line staff?"
Training is one dimension among other essentials--organizational culture, hiring/onboarding processes, employee engagement and satisfaction, to name a few.
So here are a few thoughts on ways to help front-line staff create an exceptional patient experience.
Differentiate Function and Role
Over the past year, my guest services team has had countless discussions about the fundamental difference between one's function (the WHAT--job tasks) and one's role (the WHO, HOW and WHY we are as co-healers and th...
Source: hospital impact - January 3, 2013 Category: Health Managers Authors: Wendy Johnson Source Type: blogs
How to improve the doc-nurse relationship
by Andrea L.
In any work environment, hospitals included, misunderstandings among workers are not uncommon. If these commotions are not managed in a good way, service provision is likely to be compromised.
Teamwork and good working relationships in a hospital is even more important because the health and life of patients are on the line.
While doctors are trained to handle more complex issues related to the health of the patient, nurses are at the heart of assisting the patient directly.
Here are some tips on how to ensure the nurse-doctor relationship remains healthy and productive.
Define the roles of each pr...
Source: hospital impact - January 3, 2013 Category: Health Managers Authors: Wendy Johnson Source Type: blogs
What's on hospital executives' 'do-not-forget' list
by Kevin L. Shrake
There are 100 top initiatives that any healthcare executive can focus on today and 99 of them don't count. The one top priority is securing the financial viability of our organizations.
Two-thirds of hospitals do not make money on operations. They depend on investment income, spending reserves or corporate subsidy to survive.
So how can we focus solely on financial issues when other areas such as safety, quality and patient satisfaction are so important?
The answer is actually simple. Organizations that have set high safety and quality standards and have developed a culture that enhances physician,...
Source: hospital impact - January 3, 2013 Category: Health Managers Authors: Wendy Johnson Source Type: blogs
