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By Ilene MacDonald
Five years ago the world-renowned Cleveland Clinic boasted some of the best clinical outcomes in the country, but also the lowest patient satisfaction scores of all hospitals surveyed by the Centers for Medicare & Medicaid Services.
Today its patient satisfaction scores are among the highest in the nation--an achievement based on the organization's strategic decision to transform its culture and put the patient at the center of its mission and vision.
In an exclusive interview with FierceHealthcare, James Merlino, M.D., chief experience officer and author of the soon-to-be-released book, "Service Fanatics: How to Build Superior Patient Experience the Cleveland Clinic Way," discussed his own personal story that led to his patient experience philosophy as well as the strategies and methods Cleveland Clinic implemented to become a leader in patient satisfaction.
By Debra Beaulieu-Volk
The industry holds high hopes for the patient-centered medical home (PCMH) model, but some adopters have struggled to achieve its triple aim of improved care experience, improved population health and reduced cost of care.
In the decade since the American Academy of Family Physicians (AAFP) first introduced the concept of this "new model of care," medical practices have learned much about the keys to PCMH implementation and success, according to Robert L. Wergin, M.D., FAAFP, a family physician in Milford, Nebraska, and president of the AAFP.
FiercePracticeManagement spoke with Wergin and another leader of the PCMH movement to learn best practices to tip the scales in favor of success.
by Kent Bottles
"Culture eats strategy for lunch." - Peter Drucker
"Culture wins football. Culture will beat scheme every day." - Chip Kelly
Physician executives trying to respond to healthcare reform are bombarded by conferences and experts imploring them to change their organization's culture. What is culture? What culture worked best in the old fee-for-service healthcare environment and what changes should hospitals implement in the new value-based payment world?
Edgar Schein of MIT defined organizational culture as a product of joint learning that is a pattern of shared basic assumptions learned by a group as it solves its problems of external adaptation and internal integration.
He goes on to expand our modern understanding about corporate culture by distinguishing three levels: Observable artifacts, values and basic underlying assumptions.
By now we're used to and numb to airlines adding fee after fee to drive as much revenue as possible. Booking fees, change fees, premium seat fees, bag fees. Flying used to be a great experience. Now it's a cattle herd. Oh, and don't dare recline that seat!
It seems the hospital industry is following the trend. Witness two articles in The New York Times in the space of a month that essentially amount to cataloging the price gauging taking place in the industry. While the industry talks about cost cutting and the need for it, hospitals not so subtly try to make up reimbursement cuts by creatively finding ways to charge extra and often hidden fees.
This past week, my hospital broke ground on our Pathway to Discovery. We continue to transform our hospital beyond a place for the sick.
We are creating a model health and wellness campus, serving our community when they are sick and providing a place for them to stay healthy throughout the year. The campus is open to everyone.
The key to this plan is knowing you have to wait until you build a new hospital or get major capital dollars. It's not an all or nothing option. The fact is the majority of our health systems will not have the luxury to create new buildings and campuses. When you do, savor those times. You have the influence to make the changes now.
Our journey over the past few years led to many positive changes without losing site of the need to go even deeper into our organization, providing a more meaningful culture and experience.
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