I recently introduced a concept for enlisting the support of employees that uncovers and fulfills the needs of customers that we call People-Centric Experience Design (PCxD), defined as:
Fostering an environment that creates positive, memorable human encounters
Principle #3: Design for Memories
When it comes to loyalty, customer experience isn’t the driving factor. That’s right, customer experience is not the key driver. What is important? Memories. People make decisions based on how they remember experiences, not on how they actually experienced them. This distinction is important because people don’t remember experiences the way they actually occur. Rather, people construct memories as stories in their mind based on the fragments of their actual experiences. An improved understanding of how people truly remember things helps you focus on designing the most important movements better. When examining the emotional reactions of people throughout an experience, it becomes apparent that five elements disproportionately drive…
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To better understand the behaviors that are most indicative of successful leaders, we asked 5,334 U.S. consumers who are currently employed to answer some questions about their direct managers. We asked them to rate the success of their manager as a leader within the organization and to describe how often those managers demonstrate 41 leadership behaviors that we tested (click to download full list of behaviors (.pdf)).
We compared the frequency with which very successful leaders demonstrated the behaviors with the frequency demonstrated by other managers. The behaviors with the largest gaps represent the most distinguishing characteristics of purposeful leaders. It turns out that these very successful leaders are much more likely to:
- Motivate other people to deliver their best work
- Help people understand complex situations by describing things in simple terms
- Help people make decisions by presenting clear options
- Motivate other people to work together to achieve a common…
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The process of identifying innovative ways of improving the patient experience, then using lean methods to integrate those findings into our daily work is an important part of Virginia Mason’s vision of being a learning organization.
In health care, complacency too often stalls progress. Organizations focused within their own silos remain clueless about innovations elsewhere that could improve the quality and safety of care. Unfortunately, this sort of complacency is far from uncommon.
In contrast, providers that consider themselves learning organizations continuously search outside their own walls for ideas that can improve care for patients. In the complex, often turbulent world of health care, an insatiable sense of curiosity is no longer optional – it is essential.
This installment takes a closer look at Virginia Mason team members who have taken innovative approaches learned outside the organization and integrated those learnings as…
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One of the Six Laws of Customer Experience is “Unengaged employees don’t create engaged customers.” That’s why Employee Engagement is one of Temkin Group’s four customer experience core competencies. To help make this point very clear, I tapped into the data from our upcoming report, Employee Engagement Benchmark Study, 2014 (see last year’s report).
As you can see in the following chart with data from more than 5,000 full time employees in the U.S., customer experience leaders have significantly more engaged employees than do customer experience laggards. When compared with companies that have CX worse than their competitors, companies with significantly better CX have 3.5 times as many highly engaged employees and less than 1/4 as many disengaged employees.
We’ve discussed the importance of patient satisfaction – that when people are more satisfied with their care, outcomes and perception of the organization are likely to improve.
However, a recent article in Group Practice Journal, highlighted an important distinction pioneered by Cleveland Clinic – patient satisfaction, while relative, is not synonymous with patient experience. After four years of hosting the Patient Experience: Empathy & Innovation Summit, Cleveland Clinic outlined and implemented a strategy to transform its patient experience for the better.
After seeing measurable success, James Merlino, MD, Chief Experience Officer at Cleveland Clinic and Delos “Toby” Cosgrove, MD, President and Chief Executive Officer shared their “Top 10 List” for improving patient experience with Group Practice Journal. It includes:
- Patients First – Light the North Star
- Throw gasoline on the burning platform
- Make it personal and talk about empathy
- Lead, be visible and make it a strategic priority
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Abstract: This critical literature review explored the current state of the science regarding mindfulness-based stress reduction (MBSR) as a potential intervention to improve the ability of nurses to effectively cope with stress.
Empirical evidence regarding utilizing MBSR with nurses and other healthcare professionals suggests several positive benefits including decreased stress, burnout, and anxiety; and increased empathy, focus, and mood.
We’d like to think the motivation is two-fold:
1.) To put it simply – it’s the right thing to do
2.) It can benefit your organization – in more ways than one.
We don’t really need to elaborate on the first – everyone knows it’s the right thing to create a patient-centered environment where patients feel comfortable and confident about their health and recovery.
However, the results of recent studies may surprise you of just how much improving the patient environment can have on your organization.
For example, a study conducted by Market Insights by National Research Corporation has confirmed a direct correlation between patient experience and an organization’s reputation. In fact, according to the study, “hospitals with low patient experience scores are four times more likely to have poor reputation scores.”
Additionally, enhancing the patient…
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