Download Free Transforming Leadership Improving The Patient Experience Book in PDF and EPUB Free Download. You can read online Transforming Leadership Improving The Patient Experience and write the review.

This book focuses on the patient experience as a leadership strategy. It explores the relationships between coordinated care, expert leadership, provider-patient communications, and the patient experience. When clinical and nonclinical staff collaborate effectively, healthcare teams can improve patient outcomes, prevent medical errors, improve efficiency, and increase patient satisfaction. Surprisingly, however, healthcare leaders tend to prioritize specific metrics to improve hospital performance and patient satisfaction even though patient experience and provider-patient communications are intertwined. Determining the most effective strategy for achieving higher levels of service quality and patient satisfaction can prove elusive for providers. Consider the evidence: a survey in 2012 of more than 17,000 healthcare leaders in North America, for example, found that leaders’ perceptions did not always match the data, and many hospital leaders overestimated the performance of their hospitals. Over 75% of the hospital leaders reported "quality of care" was something their hospital did well, while their patients, on average, rated them lower on perceived service quality. Ten years later, in 2022, only a few providers integrated best practices to achieve high patient satisfaction which severely impacted CMS Hospital Star Rating. This has significant effects on profit margins since patients consider the star rating differentials in their choices of hospitals and are willing to pay upward of 17% extra for treatments in 5-star hospitals, a revenue generating source of income at times when hospitals have seen falling revenues (down 4.8%) and rising labor (up 37%) from pre-COVID-19 pandemic levels. To reduce the gap between perception and reality, hospital leaders can consider the link between communication goals (e.g., responsiveness of hospital staff, pain management, communication about medicines) and outcomes (e.g., increased adherence and compliance, readmission, healthcare delivery costs, hospital overall ratings) as well as improve the patient experience. When intentions and outcomes are aligned, they create a powerful medium by which healthcare leaders can evaluate the gaps that exist between patient care measures and best practices and mitigate organizational or technological factors relevant to improving the patient experience. When the alignment is optimal, care teams develop a better sense of shared purpose, become more committed and accountable, and work together to improve the patient experience. When accomplished, patients participate more fully and actively in the exchange and are discharged with an enhanced commitment to carry out care management requirements. Key topics in this practical guide include provider-patient communications; demonstrating the value of patient-focused care; how physician and nurse executives use synergy as a strategy; engaging board members in promoting quality and safety goals and in developing hospital community partnerships; building bridges between physicians, administrators, trustees, and hospital staff; and developing a leadership pipeline.
This book provides an organizational model of the common ground needed to improve patient care and adapt to today’s healthcare environment. The relationship between a hospital CEO and a general surgeon and how they aligned, motivated and partnered with physicians to change the culture of a hospital and implement patient oriented systems is the essential element of this text. Sustainable transformation processes will also be presented for the various roles and contributions of the healthcare team. Written from a team perspective, Transforming the Patient Experience is a practical guide for healthcare team members and leaders to follow.
The Future of Nursing explores how nurses' roles, responsibilities, and education should change significantly to meet the increased demand for care that will be created by health care reform and to advance improvements in America's increasingly complex health system. At more than 3 million in number, nurses make up the single largest segment of the health care work force. They also spend the greatest amount of time in delivering patient care as a profession. Nurses therefore have valuable insights and unique abilities to contribute as partners with other health care professionals in improving the quality and safety of care as envisioned in the Affordable Care Act (ACA) enacted this year. Nurses should be fully engaged with other health professionals and assume leadership roles in redesigning care in the United States. To ensure its members are well-prepared, the profession should institute residency training for nurses, increase the percentage of nurses who attain a bachelor's degree to 80 percent by 2020, and double the number who pursue doctorates. Furthermore, regulatory and institutional obstacles-including limits on nurses' scope of practice-should be removed so that the health system can reap the full benefit of nurses' training, skills, and knowledge in patient care. In this book, the Institute of Medicine makes recommendations for an action-oriented blueprint for the future of nursing.
Health care organizations are challenged to improve care at the bedside for patients, learn from individual patients to improve population health, and reduce per capita costs. To achieve these aims, leaders are needed in all parts of the organization need positive solutions. Transforming Health Care Leadership provides healthcare leaders with the knowledge and tools to master the unprecedented level of change that health care organizations and their leaders now face. It also challenges management myths that served in bureaucracies but mislead in learning organizations.
This book focuses on the patient experience as a leadership strategy. It explores the relationships between coordinated care, expert leadership, provider-patient communications, and the patient experience. When clinical and nonclinical staff collaborate effectively, health care teams can improve patient outcomes, prevent medical errors, improve efficiency, and increase patient satisfaction. Surprisingly, however, healthcare leaders tend to prioritize specific metrics to improve hospital performance and patient satisfaction even though patient experience and provider-patient communications are intertwined. Determining the most effective strategy for achieving higher levels of service quality and patient satisfaction can prove elusive for providers. Consider the evidence: A survey in 2012 of more than 17,000 healthcare leaders in North America, for example, found that leaders' perceptions did not always match the data, and many hospital leaders overestimate the performance of their hospitals. Over 75% of the hospital leaders reported 'quality of care' was something their hospital did well while their patients, on average, rated them lower on perceived service quality. Ten years later, in 2022, only a few providers integrated best practices to achieve high patient satisfaction which severely impacted CMS' Hospital Star Rating. This has significant effects on profit margins since patients consider the Star Rating differentials in their choices of hospitals and are willing to pay upward 17% extra for treatments in 5-Star hospitals, a revenue-generating source of income at times when hospitals have seen falling revenues (down 4.8%) and rising labor (up 37%) from pre-COVID-19 pandemic levels. To reduce the gap between perception and reality, hospital leaders can consider the link between communication goals (e.g., responsiveness of hospital staff; pain management; communication about medicines) and outcomes (e.g., increased adherence and compliance; readmission; healthcare delivery costs; hospital overall ratings) as well as improve the patient experience. When intentions and outcomes are aligned, they create a powerful medium by which healthcare leaders can evaluate the gaps that exist between patient care measures and best practices and mitigate organizational or technological factors relevant for improving the patient experience. When the alignment is optimal, care teams develop a better sense of shared purpose, become more committed and accountable, and work together to improve the patient experience. When accomplished, patients participate more fully and actively in the exchange and are discharged with an enhanced commitment to carry out care management requirements. Key topics in this practical guide include provider-patient communications; demonstrating the value of patient-focused care; how physician and nurse executives use synergy as a strategy; engaging board members in promoting quality and safety goals and in developing hospital-community partnerships; building bridges between physicians, administrators, trustees, and hospital staff; and developing a leadership pipeline.
For decades, the manufacturing industry has employed the Toyota Production System the most powerful production method in the world to reduce waste, improve quality, reduce defects and increase worker productivity. In 2001, Virginia Mason Medical Center, an integrated healthcare delivery system in Seattle, Washington set out to achieve its compe
2011 AJN Book of the Year Winner in Leadership and Management! The ultimate goal for Doctor of Nursing Practice (DNP) leaders is to develop skills that will support their ability to lead effectively through complex challenges-such as working within the constraints of tight budgets, initiating health care policy change to eliminate health disparities, and improving health care outcomes at all levels of care. This text is an invaluable instructional guide for nursing graduate students who are developing the skills needed to fulfill this new and emerging role of clinical leadership. With this book, nurses can develop leadership skills that will ultimately transform health care practice by incorporating innovative professional models of care. It provides critical information and practical tools to enhance leadership, drawing from the works of experts in business and health care leadership. This book is an important resource for DNP students, nurse practitioners, and current clinical leaders dealing with the challenges of health care for the next generation. Key topics: Cultivating the characteristics of a transformational leader: charisma, innovation, inspiration, intellect, and more Developing the role of the DNP within complex organizational systems Incorporating new care delivery, practice, and management models through leadership Navigating power, politics, and policy: building the team, understanding economics and finance, and more
Building on the revolutionary Institute of Medicine reports To Err is Human and Crossing the Quality Chasm, Keeping Patients Safe lays out guidelines for improving patient safety by changing nurses' working conditions and demands. Licensed nurses and unlicensed nursing assistants are critical participants in our national effort to protect patients from health care errors. The nature of the activities nurses typically perform â€" monitoring patients, educating home caretakers, performing treatments, and rescuing patients who are in crisis â€" provides an indispensable resource in detecting and remedying error-producing defects in the U.S. health care system. During the past two decades, substantial changes have been made in the organization and delivery of health care â€" and consequently in the job description and work environment of nurses. As patients are increasingly cared for as outpatients, nurses in hospitals and nursing homes deal with greater severity of illness. Problems in management practices, employee deployment, work and workspace design, and the basic safety culture of health care organizations place patients at further risk. This newest edition in the groundbreaking Institute of Medicine Quality Chasm series discusses the key aspects of the work environment for nurses and reviews the potential improvements in working conditions that are likely to have an impact on patient safety.
This text provides nurses studying leadership theory with insight and guidance in motivating and leading staff. The concepts of transformational leadership are explored to direct the nurse leader in increasing productivity and retention of staff.
The Complete Guide to Transforming the Patient Experience Gary Adamson; Sonia Rhodes Create exceptional healthcare experiences that improve market share. The patient experience impacts all areas of healthcare, including patient satisfaction, quality (as measured by HCAHPS), reputation, employee satisfaction, physician referrals, and, ultimately, the bottom line. This definitive resource for healthcare organizations, authored by two award-winning experience thinkers, delivers the proven solutions you need to create an exceptional and successful patient experience. The patient experience is your competition's #1 priority. Make it yours, too. Nearly 90% of senior healthcare executives say that improving patient experience is one of their top five priorities. That makes it your priority, too. Using examples from organizations that create successful healthcare experiences, The Complete Guide to Transforming the Patient Experience will give you the tools you need to: Assess your organization's patient experience Implement patient experience techniques in your own organization Market your new patient experience to improve market share Unite brand promise with brand experience The Complete Guide to Transforming the Patient Experience comes with a multi-media, interactive CD that includes a compilation of best practices, examples of experience initiatives, and ideas to inspire your own experience efforts. Take a look at the table of contents Chapter 1: Story in the Stone: The State of the Experience in Healthcare Chapter 2: Immerse Yourself: The Best Way to Learn About Experiences Chapter 3: An Experience Marriage: Marketing and Operations Together At Last Chapter 4: Experience Drivers: From the Inside Out and the Outside In Chapter 5: Stories Matter: How Leaders Can Convey Meaning and Drive Decisions Chapter 6: A Question of Greatness: Set a New Standard of Organizational Performance Chapter 7: Living Legends: Bring Mission, Vision, and Values to Life Chapter 8: Miniature Treasures, Epic Results: Create Memorable Symbols and Ceremonies Chapter 9: Setting the Stage: Turn Functional Facilities into Healing Spaces Chapter 10: The Fab Four: Develop, Gather, and Tell Your Stories--and Make them Legendary Chapter 11: Getting Real: Close the Gap Between Brand Promise and Brand Experience Who will benefit from this book? Improving the patient experience is everyone's job, and it starts with top-level executives, including CEOs, CFOs, COOs, chief medical and nursing officers, and chief marketing officers. This guide will also benefit marketing, advertising, and PR directors, and anyone involved with the patient experience.