Originally posted on Benefits of mindfulness and meditation:
Chang, J. H., Huang, C. L., & Lin, Y. C. (2014). Mindfulness, Basic Psychological Needs Fulfillment, and Well-Being. Journal of Happiness Studies, 1-14.
From the Abstract. The positive relationship between mindfulness and well-being has been demonstrated to a great extent in prior studies; however, the underlying psychological mechanism relating mindfulness to well-being is not fully understood. Based on determination theory, this article proposed the basic psychological needs fulfillment (i.e., autonomy, relatedness, and competence) as the key mechanisms that account for the relationship between mindfulness and well-being.
The results of our two studies revealed that mindfulness, basic psychological needs fulfillment, hedonic (Study 1) and eudaimonic well-being (Study 2) are correlated with each other. In addition, the positive relationships between mindfulness and both hedonic (Study 1) and eudaimonic well-being (Study 2) can be mediated via basic psychological needs fulfillment. The implications of these findings are discussed.
Originally posted on Experience Innovation Network:
In late July, 60 members of the Experience Innovation Network (EIN) met at University of Chicago Medicine’s Center for Care and Discovery to share best practices and define that tools and materials that support unit-based leadership approaches.
Unit-based leadership models are emerging as an effective approach to driving alignment across often siloed improvement initiatives (process, quality/safety, and experience improvement). Equally important, unit-based leadership models harness the skills and influence of physicians as improvement partners, engaging them in supporting improvement initiatives that have traditionally fallen largely to nursing and aligning efforts across nursing, physicians, and operational teams. Also called dyad or triad leadership approaches, unit-based leadership drives ownership and accountability across all levels of the organization. As a result, physicians, staff, and leaders alike are more engaged in supporting continuous improvement.
But building an inclusive governance model that aligns strategy and creates consistency from the…
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Originally posted on HBR Blog Network - Harvard Business Review:
Intuitively, most people recognize the value of a great customer experience. Brands that deliver them are ones that we want to interact with as customers — that we become loyal to, and that we recommend to our friends and family. But as executives leading businesses, the value of delivering such an experience is often a lot less clear, because it can be hard to quantify. Rationales for focusing on customer experience tend to be driven by a gut belief that it’s just “the right thing to do.” The problem with this is that often, whether experience is a priority or not simply becomes a battle of opinions.
It was for this reason that we wanted to explore ways of quantifying the impact of good versus poor customer experiences — and then see what the value was in delivering them. In order to do so, we gained access to experience and…
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Originally posted on Engaging The Patient:
Contributor: Hailey Merk – Client Services Intern, Emmi Solutions
If there is one word in the entire English dictionary that my father tells me doesn’t really exist, it’s the word ‘free’. There always seems to be a catch, right? Yet, hospitals around the country have groups of highly motivated and caring people who want to make a difference in healthcare and the patient experience for zero dollar signs in return. This jumps out at me like a 3D pop up advertisement on my computer flashing, “ROI, you won, pick me!”
A study from the Nonprofit and Voluntary Sector Quarterly Journal looked at the cost benefits of volunteer programs and found an average of $6.84 in value from volunteers for every dollar spent—a return on investment of 684%.If hospitals can invest enough time to interview, train and engage a class of volunteers, while concocting new tasks that will transition…
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Originally posted on Masterpiece Leader Blog:
If you are a leader, you are in the relationship business. Whether a colleague, client, vendor, front-line worker, or networking connection, you interact with people every day. If, in your interactions, you are mindful about making a human connection, you will establish the foundation for a positive, beneficial relationship. A key to making that connection is listening—and listening takes practice.
Edgar Schein refers to Humble Inquiry as asking questions from an attitude of genuine curiosity and interest about the other person. In this post, we will focus on the listening part of Humble Inquiry. We call it “curious listening.” This type of listening is more than just hearing or being attentive and it is not the kind of listening where you expect to gain knowledge. It is a higher level of listening that Otto Scharmer describes as “seeing from our deepest source” and what Daniel Goleman refers to as…
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Originally posted on Virginia Mason Medical Center Blog:
“Genba rounds take conversations out of a conference room and move it to that central area of the practice. As a leader, you are visible there making it clear that we don’t want to merely sit in a conference room and look at a bunch of reports of what’s already happened.”
– Shelly Fagerlund
One of the iconic images of the Toyota Production System involves leaders being physically present on the genba – the shop floor. When Virginia Mason teams make their annual pilgrimage to Japan to study the Toyota method (they have done so for 12 consecutive years), they are constantly reminded that leaders are most effective when present on the front lines. It is where the work happens. It is where coaching and teaching happens. It is where leadership happens.
Leader rounding at Virginia Mason draws from the Toyota tradition. Many leaders throughout the organization at a variety…
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