Leader rounding: Up close and personal on the frontlines of care

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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L.E.A.D with Emotional Intelligence

Originally posted on Leadership Cafe:

Emotional-Intelligence1

Emotions and leadership are not separate ideas.  Positive leaders can uplift and energize teams to a new level of performance. Some people call emotions “soft” and un-business like. We all know the cliché that leaders are not supposed to show emotions at work and the debate goes on and on….

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Everything You Need to Know About Giving Negative Feedback

Originally posted on HBR Blog Network - Harvard Business Review:

There’s a lot of conflicting advice out there on giving corrective feedback. If you really need to criticize someone’s work, how should you do it? I dug into our archives for our best, research- and experience-based advice on what to do, and what to avoid.

Never, ever, ever feed someone a “sandwich.” Don’t bookend your critique with compliments. It sounds insincere and risks diluting your message. Instead, separate your negative commentary from your praise, and don’t hedge.

Schedule regular check-ins with your direct reports, so that giving feedback — both negative and positive — becomes a normal part of the weekly routine.

Don’t lump your critical feedback together with discussions of pay and promotion — as in typical year-end evaluation. This creates a toxic cocktail of emotions even the most mellow employee will have trouble managing. Instead, make these separate conversations.

The adage “praise in public, criticize in private” is an old management mantra. But sometimes…

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“Just Like Me:” Patient-Centered Care in Johns Hopkins ICU

Originally posted on Wing Of Zock:

By Peter Pronovost, MD

Originally posted June 2, 2014

Recently in one of The Johns Hopkins Hospital’s intensive care units, a patient was dying from cancer and sepsis, and there was nothing that I, nurse Mandy Schwartz or anyone else could do to stop it. Yet as the patient’s family—two daughters and a husband—suffered at her bedside, Mandy saw their need for comfort, and she responded. Although she was busy with nursing tasks, she delved into the inner life of the patient and family. She helped the mother look as good as possible—hair combed, face washed, a clean gown and sheets. She made sure the patient was pain-free and not anxious. She hugged one daughter who was “a hugger” and avoided embracing the other daughter who wasn’t. She sat with the family, listened and supported them in their anguish.

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Mindfulness training for health care workers (review)

Originally posted on Benefits of mindfulness and meditation:

Morgan, P., Simpson, J., & Smith, A. (2014). Health Care Workers’ Experiences of Mindfulness Training: a Qualitative Review. Mindfulness, 1-15.

From the Abstract. Evidence is accumulating that mindfulness training is useful in reducing stress for health care workers and may increase the quality of their interactions with patients. To evaluate how health care workers experience mindfulness training, a review was conducted, synthesising published qualitative papers on the experiences of health care workers currently practising or those in clinical training who had attended mindfulness training.

The synthesis describes health care workers’ experiences of overcoming challenges to practice in mindfulness training, such as shifting focus from caring for others to self-care, leading to an experiential understanding of mindfulness and a new relationship to experience.

Perceived benefits of mindfulness training ranged from increased personal wellbeing and self-compassion to enhanced presence when relating to others, leading to enhanced compassion and a sense…

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On the Origin of Touchpoints

Originally posted on Design for Service:

When I pulled together my service design literature review this summer I was surprised to find that none of the papers in the service marketing canon mention the term “touchpoint.” It’s a pretty glaring omission so I decided to dig into the history of the term and find out where it came from.

As it’s used today, touchpoint seems to be an umbrella term that can refer to any of several different facets of customer experience that are treated individually in the literature.

  • Service Evidence (Tangibles) – The physical elements of a service. Shostack introduced this idea and Parasuraman included it in the 1988 SERVQUAL scale.
  • Service Encounter – The human interactions that take place between a customer and a service provider. Bitner explored the development of this concept in 1990.
  • Servicescape – The environmental aspects of a service. Bitner’s 1992 paper refers to a FedEx dropbox as…

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Net Promoter Score in Health Care

Originally posted on DHP Research thepatientoutcomesblog:

This week I’m very happy to share with you the contribution of the first of our guest bloggers, Andrew S. Gallan, PhD. Assistant Professor, Department of Marketing, Driehuas  College of Business, DePaul University, Chicago and faculty research fellow at the Center for Services Leadership at Arizona State , who discusses the use of the Net Promoter Score (NPS) in healthcare.

Net Promoter Score (NPS) is a valuable metric, and it has no doubt been adopted by many companies and industries.  NPS is a simple, easy to use, and easily calculated metric that is intuitively associated with business health (Reichheld, Fredrick F. (2003), “The One Number You Need to Grow,” Harvard Business Review, 81 (December), 46-54). Health care organizations are beginning to see its value, and are debating how it is best used (for a discussion, see http://www.linkedin.com/groupItem?view=&type=member&gid=1912473&item=167418244&commentID=102337101&trk=eml-anet_dig-b_pd-pmr-cn&ut=3z8Ty_z5VcWRs1).

NPS is calculated by asking your customers one question: “How likely is…

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