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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Through many years of working with healthcare companies on technology and service decision making, I routinely run into an either/or mentality around technology and human interaction. A transaction is either automated or assisted. An interaction is either technical (i.e. cold, inhuman) or connected (i.e. touchy-feely). This belief is hugely limiting – human connection can greatly extend the impact of a technology-based solution, and technology can be a powerful tool to mitigate the limitations of human interaction.
Let me be clear – technology can’t replace the warmth of a human touch or the reassuring empathy of a kind voice. But human-to-human interactions have limitations – of time, space, duration, and even perceived connection – that technology can help offset. Here are a few of my favorite examples:
Tech to remove limits of distance. My best friend lives in Paris. When we Skype it’s not quite as good as being there…
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