Hardwiring Excellence: Purpose, Worthwhile Work, Making a Difference by Quint Studer

Author:Quint Studer [Studer, Quint]
Language: eng
Format: epub, mobi
Publisher: Fire Starter Publishing
Published: 2014-12-05T05:00:00+00:00

* * *

TIP: Consider beginning meetings only after 10 a.m. with the firm understanding that the time before 10 a.m. is spent rounding in work areas.

* * *

Rounding for Outcomes doesn’t have to take long. That’s because it’s focused. If I’m the orthopedic nurse manager speaking with a patient who has had a total knee replacement, I’m going to talk about pain management, because I know they don’t care about food or housekeeping. They care about pain! If I’m the OB nurse manager, I know the patients are already worried about going home, so I’m going to ask about any concerns or questions they have about taking care of the baby at home. In other words, I’m going to round based on their needs and concerns.

But I also want to dig deeper.

So, I’ll also ask, “Is there anybody on the staff who has really done a nice job for you?”

Mrs. Hall gives me the name of her nurse, Bob. Then I’m going to ask what Bob did to make her feel that way. I need a specific behavior to recognize because I want that behavior repeated and imitated by other staff members.

So if Mrs. Hall tells me that Bob took the time to go over her whole schedule with her, I’ll later make a point of finding Bob and telling him that Mrs. Hall was very complimentary of him and appreciated his taking the time to go over the schedule with her. And I’ll thank him for the good job. And if I happen to see the CNO later, I’ll ask her to please say something to Bob about the good job he’s been doing.

How do you think Bob will feel?

How do you think he’ll feel about the hospital?

About his job?

About the administration?

About serving the patients?

How do you think he’ll feel about taking the time to go over a patient’s schedule the next time? He’s going to do it again. When we hear a patient say someone did a good job, we have to push for specifics, because we’re creating a template to align the behaviors of all staff members to match Bob’s behavior with Mrs. Hall.

I’m going to leave the patient’s room by once again saying something like, “Is there anything I can do for you right now? I have time.”

We’ve learned that if you don’t say that you have time, they’ll assume you’re too busy and won’t ask. Except that they’ll hit the call light later. When you say you have time, you can decrease call lights dramatically. In fact, one organization studied the effect of key words on call lights and determined that when someone says, “Is there anything else I can do? I have the time,” patients are more likely to raise their questions before the nurse leaves the room, decreasing call lights by 40 percent.

That’s Rounding for Outcomes. You’ve probably noticed that it serves many purposes. We accomplished some employee retention, staff building, reward and recognition, physician satisfaction, patient satisfaction, and process improvement. In fact, Rounding for Outcomes drives results across all Five Pillars.

Download

Copyright Disclaimer:
This site does not store any files on its server. We only index and link to content provided by other sites. Please contact the content providers to delete copyright contents if any and email us, we'll remove relevant links or contents immediately.