Oct
5
2013

Health Care Professionals

One of the special things about people who work in health care is that we’ve been given the unique ability to handle tremendous swings of emotions.  Moments after delivering the worst news in the world to someone, we may experience a medical miracle that fills us with a burst of joy.

We can handle that range of emotions.  Not many people can.  Also, in return for our willingness to serve, we receive a great gift:

-purpose

-worthwhile work and

-making a difference.

In health care, we are trained to notice problem, hone in on the negative variance, react to failing systems, disease, and illness.

We are professionally trained to be problem-spotters.

Barriers to change:

-Denial

-Rationalization

-Blame

-Unwillingness

-Not skilled

Healthcare Flywheel

The healthcare flywheel shows how organizations can create momentum for change by engaging the passion of their employees to apply prescriptive actions guided by nine principles of service and operational excellence to achieve bottom line results.

The flywheel is initially turned by passion.  Who but a self-motivated person could hold a dying infant in her arms or witness a death of a patient he has come to care about and still come to work everyday for more of the same?

The Nine Principles

Principle I

Commit to Excellence- means setting measurable goals or desired results

5-Pillars (bottom line results)

1. Service

2.Quality

3.People

4.Finance

5.Growth

Principle 2

Measure the important things

-helps the organization define specific targets, measure progress against those targets, and align the necessary recourse to achieve them.

Principle 3

Build a Culture Sound Service

Using principles 1 and 2, we have set our goals, established how we are going to measure them, and committed to openly and frequently sharing information to improve.

In principle 3, we meant to define more prescriptive actions that will drive results.  We also want to create enthusiasm for change because change isn’t easy.  We want to help out our leaders by getting staff on board early to engage them in the process.  And we want to create a system and tools that will hardwire our focus on service: service to employees, to the physicians, and to patients.

Principle 3 teaches how to connect organizational values to actions through the use of employee-based service teams and two of Studer group’s six must haves.

A Set of Meeting Guidelines Rules “Rimmerman ‘s Rules” by Dr. Curt Rimmerman

1.  Leave Rank at the Door

2. No Whining

3. Contribute at least one “bright idea” per session

4. No “side bar” communication allowed

5. If you have something to say say it in the room

6. Assume that each person wants to be here

7. Identify problems and focus on solutions (Input-Discussion-Decision)

8. Reviews the objectives before we leave to ensure they are realistic in scope

9. Leave with a sense of accomplishment (purpose, making a difference)

10. Expect work outside of the meeting throuh subgroups and tasks forces

Principle 4

Create and Develop Leaders.  How to develop, equip, and sustain courageous leaders to reached desired goals.

Principle 5

Focus on Employee Satisfaction.  Satisfied employees do a better job.  Principle 5 shows how an organization can drive operational results by focusing on employee satisfaction.

Employee want three things:

1.  They want to believe the organization has the right purpose

2. They want to know that their job is worthwhile

3. They want to make a difference

Unit Leader Rounding On Employees

Recogize the employees needs.  What are employees looking for from their bosses or leaders?

– a good relationship

– approachability

– willingness to work side by side

Principle 6

Build Individual Accountability

The focus of this principle 6 will be to create a sense of ownership within the organization.

Our goals as leaders is to create a culture that creates owners rather than renters.

Principle 7

Align Behaviors wtih Goals and Values

Principle 8

Communicate at All Levels

When everybody understands what is important and what is expected of them, tremendous growth can take place.

4 Most Powerful Tools

-managing up

-employee forum

-communication boards

-storytelling

Principle 9

Recognize and Reward Success

How to hardwire the acknowledgment of great work.  By calling attention to such behavior, the behavior will be repeated.

Employees need 3 compliments to every criticism.

One compliment and one criticism=negative relationship

two compliments to one criticism=neutral relationship

3 compliments to one criticism=positive relationship

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Nicetas

About the Author: Nicetas Juanillo

Writing makes me happy away from home. My website is where you can find my tips about lifestyle, health and other issues. I also have books on my site that you can read to know more

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