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by Nancy Peed
When Peach Regional Medical Center (PRMC) was recognized by the Georgia Hospital Association's Partnership for Health and Accountability Core Measures Honor Roll, we viewed the award as a testimony to the exemplary patient care our employees provide on a daily basis.
I am a firm believer that healthcare workers want to do the right thing. They are personally concerned with doing what is best for the patient, and are motivated to achieve positive outcomes. That innate desire is the basis for implementing core measures.
Implementing best practices often fails, however, when we give physicians and clinicians a list of things to do but fail to explain the reasons why.
by Jenn Riggle
When people think about aspirational marketing, they think of the glitzy conceptual ads for perfume, foreign cars and other luxury brands. You know the ones I mean--I grew up watching Chanel No. 5's "Share the Fantasy" ad with a woman daydreaming by the pool or Cadillac's "Red Blooded Luxury" that shows the next generation of Cadillac drivers.
Both ads are selling more than perfume or cars--they're selling a dream and way of life.
So how does this apply to hospitals?
Hospitals play an important role in the communities they serve, but no one really wants to have to use their services. It's sort of like having an insurance policy you never want to use.
by Alicia Caramenico, FierceHealthcare
With medical school graduates beginning residencies next month, a recent article in Slate painted a harrowing picture for physicians-in-training.
In it, Danielle Ofri, M.D., an associate professor of medicine at NYU School of Medicine, describes the "hidden" medical school curriculum that sends future doctors into the field jaded and embittered. The lessons taught include healthcare hierarchies, prioritizing efficiency over patient care and the hypocrisy of doctor-patient communication.
The article raises concerns about how the hidden curriculum can hurt empathetic care. Those unintended lessons can shape what kind of doctors medical students become, as well as the quality of care they will provide to patients, Ofri noted.
While such concerns aren't unfounded, they ignore the other side of the hidden curriculum, one that is a positive learning experience. Based on our FierceHealthcare coverage, many health systems and hospitals offer hidden curriculums that provide positive messages and effective role models.
by Kent Bottles
All hospital system leaders are looking for new tools to help them cope with the rapid transformation of the American healthcare delivery system brought on by the Affordable Care Act and the transition of the payment system from fee for service to global, value-based programs.
One tool that is increasingly mentioned as being underutilized by hospital systems is crowdsourcing. What is it? What is it not? What should healthcare leaders know about this disruptive technology?
I first came across the term by reading Jeff Howe's 2006 Wired magazine article titled "The Rise of Crowdsourcing." In this still useful article, Howe described a creative process that addressed top-down organization goals by using an open, Internet-facilitated bottom-up approach.
Don't let anyone kid you. Doing social media for a hospital is a lot of work. Some books and articles say it takes an hour a day; well, that's just not true--at least in my opinion.
In my role, I manage social media for a health system that includes five hospitals and a women's medicine practice. It's a job I absolutely love, but I won't tell you it's easy.
Through six Facebook, six Twitter, five Google+, three Pinterest pages and a YouTube channel, you can imagine the amount of time spent managing and monitoring. It is a full-time job. The disappointing part of that is there isn't always time to focus on some things that would be great to do in the social media world.
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