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In September, I attended a local American College of Healthcare Executives (ACHE) event around customer service. The two-behemoth health systems were represented as well as one other local competitor. However, the person who stole the show was the local franchise owner from Chick-fil-a, Rob Rogers. While others droned on about evidence-based patient experience and role-playing, he got to the fundamentals.
Rogers definitely impressed me because he boiled employee and customer experience down to basic human values. (Although you may not agree with the corporation's values, keep in mind he was speaking as a franchise owner with his own views and values.)
So what was this franchise owner squawking about? Here goes.
I may be late to the game in reacting to the research report "The State of Patient Experience in American Hospitals." The biannual survey was conducted by The Beryl Institute and Catalyst Healthcare Research and included 1,072 respondents from 672 unique organizations.
In the research announcement my friend, colleague and fellow Hospital Impact blogger Jason Wolf, president at The Beryl Institute noted:
"The bottom line is clear, patient experience remains a top priority among American hospitals and continues to be a key issue for hospital leaders. This reinforces the point that the patient and their experience--the quality of their outcomes, the safety of their environment, the service they are provided--must be and should remain central to our healthcare conversation."
So what is the state of patient experience?
Time to revisit my take on a term I put forth several years ago, the chief experience officer (CXO).
On my first go-around, it was simple enough. I was a marketer. One of the biggest marketing tools you have is word of mouth. And word of mouth comes down to the experience of care. Therefore, if it is that important shouldn't we have a CXO? Evidently the Cleveland Clinic thought so.
On my second go-around, I actually filled out roles for this position--chief context setter, chief healing officer, chief promise keeper.
So here is the third go-around, which gets to where healthcare in general is moving--out of the provider setting.
Physicians are suffering from a bad rap these days. Recently a FierceHealthcare article reported a study by Danielle Ofri, M.D., Ph.D., an associate professor of medicine at NYU School of Medicine, which found "empathy and moral reasoning begin to erode during the third year of medical school, with students daily witnessing both patients and doctors experience fear, anger, grief and humiliation."
At the same time, JAMA took on the topic of physician communication. In one study, Amina White, M.D., and Marion Danis, M.D., of the National Institutes of Health in Bethesda, Md., wrote "the presence of a computer in the examination room and the pressure to document the visit in the electronic health record (EHR) are often perceived as adversely affecting the patient-physician interaction."
They suggested using the EHR as a relational tool for improving individual and population-based health outcomes.
In a JAMA editorial, Abigail Zuger, M.D., of St. Luke's-Roosevelt Hospital Center in New York, commented about "changes in physicians' speaking and writing habits that will be necessary to accommodate new models of practice."
I recently returned from a trip to Ireland where we visited my wife's cousin, Father Sean, a Catholic priest in Northern Ireland. He is a great soul with a wonderful sense of humor. During the course of our many conversations, we asked him how he spent most of his time. His answer--hatchin, matchin, dispatchin!
Hatchin meant the sacrament of Baptism for newborns. Matchin meant the sacrament of Matrimony. And dispatchin alluded to the funerals he performs.
Of course that got me thinking about patient experience! (Really, you say!)
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