75/25
50/50
85/15
70/30
60/40
55/45
100/0
Culture of People
A Strategic Initiative
~ Patients ~
CONSUMER
~ Families ~
Culture of People
They don’t care how
much we know until
they know how much
we care
ou
nt
ab
afe
t
nt
S
~A
y
~ Families ~
~
cce
ss
~
ati
e
l
ra y ~
ltu nc
Cu te
~ pe
m
Co
~
CONSUMER
~P
~A
cc
~ Patients ~
e
ic ~
rv c e
Se n
~ elle
c
Ex
ilit
y
~
~Cultural
Expectations~
Patient Safety
Premium
non
noncere
“Please don’t hurt
me”
How Hazardous is Health Care?
Dangerous (>1/1000)
Regulated
Ultra-Safe (<1/100K)
100000
Health Care
Driving
Total lives lost/yr
10000
1000
Scheduled
Airlines
100
Mountain
Climing
10
European
Railroads
Chemical
Manufacturing
Bungee
Jumping
1
1
10
Nuclear
Power
Chartered
Flights
100
1,000
10,000
100,000
# of encounters for each facility
1,000,000 10,000,000
Accountability
• 100/0
– Customer experience
• Relationships
– Talk with not around
• Eliminate Gossip
I Own It
Definition of Success
• Individual
• Organizational
Cultural Competency
• L – Listen
• E – Explain
• A – Acknowledge
• R – Recommend
• N – Negotiate
Patient Safety
Situational Briefing
Model
S-B-A-R
•Situation
•Background
•Assessment
•Recommendation
Cultural Expectations
• What the organization expects from
individuals
– Smiles
– Greetings
– Behaviors
Service Excellence
Principle # 1 - Commit to Excellence
Principle #2 - Measure The Important Things
Principle #3 - Build a Culture Around Service
Principle #4 - Create & Develop Leaders
Principle #5 - Focus On Employee
Satisfaction
Principle #6 - Build Individual Accountability
Principle #7 - Align Behaviors With Goals &
Values
Principle #8 - Communicate At All Levels
Principle #9 - Recognize And Reward Success
Access
• Accessibility to Primary
•
•
Care.
Specialty Care
Affordability
CONSUMER
~
O
~
~
ra
St
cce
ss
~
tio
n
HR
~A
ra
~ Families ~
lla
bo
~
ral ~
ultu
~ C etency
p
Com
~ Patients ~
~
~ Just ~
~
STAFF
ion
trat
inis
dm
~A
Ac
nt
u
co
~
e
ic ~
rv c e
Se n
~ elle
c
Ex
n~
a
e
~L
y
li it
ab
rship
~
ati
Cu ent
ltu Sa
re fet
~ y
ta
Leade
~P
~
un
o
c
Ac
~
y
t
i
l
bi
~ Phy
sician
~
~
Co
gy
te
LEADERSHIP
Lean Thinking
•
•
•
Respect for Workers
Link work and learning
All work is customersupplier connection
Just Culture
Human Error
•
•
•
•
•
Product of Our
Current System
Design
Processes
Procedures
Training
Design
Environment
Console
At- Risk Behavior
Reckless Behavior
Unintentional RiskTaking
Intentional RiskTaking
Manage through:
• Removing Incentives
for at-risk behaviors
• Creating incentives
for health behaviors
• Increasing
situational
awareness
Coach
Manage through:
• Remedial action
• Disciplinary action
Punish
Reliability in Health Care
• The ability to provide the right care at the
•
right time every time for every patient.
The measurable capability of a process,
procedure, or health service to perform its
intended function in the required time.
Characteristics of High
Reliability Organizations
• Preoccupation with failure
• Reluctance to simplify interpretations
• Sensitivity to operations
• Commitment to resilience
• Deference to expertise
Collaboration
• System(s)
–
Leverage Opportunity
–
Coordinate Chronic Health Education
• Public Health
• Local Government
– Leverage Resources (Minnesota 2010)
• Schools
– Educate Educators
–
–
Become Educator for Health Care Careers
Scholarships
Strategy
• Patient Centered
• Staff Supported
• Community Needs
• Enhanced access
The Right Product, The Right Place, The Right
Price
Physician Leadership
Patient Safety
S-B-A-R
Clinical Direction
• Service line enhancements
• Evidence based medicine/process
Operational Support
• Work flow enhancement
• Strategic development
Leadership Development
• Patient Safety
• Customer Service
• Life long learners
• Provide educational opportunities
– Leadership for healthcare
~ Phy
sician
rship
~
e
ic ~
rv c e
Se n
~ elle
c
Ex
~ Patients ~
~
ra
St
~
tio
n
ra
~
lla
bo
O
cce
ss
~
ati
Cu ent
ltu Sa
re fet
~ y
HR
~A
~P
~ Families ~
~
~
ral ~
ultu
~ C etency
p
CONSUMER
ion
trat
inis
dm
~A
STAFF
Com
~ Just ~
~
n
ea
L
~
Leade
~
~
Co
gy
te
LEADERSHIP
Culture of People
75/25
50/50
85/15
70/30
60/40
55/45
100/0