Culture Change

Using Evidence-Based Large-Scale, Real-Time Culture Change

Creating collective accountability to impact a culture of safety, employee satisfaction, team performance and the bottom line. Take a look at some of our processes for initiating culture change in organizations.

Real Time transformational cultural change that resolves conflict and puts the team and organization back in alignment.

The Problem

Until now, fixing conflict, realigning goals and objectives of medical teams and healthcare systems, often uses what we call a “cut-and-paste” methods of segmented training programs, individual coaching, and “carrot-and-stick” incentives to improve performance in this area. Healthcare leaders want that “quick fix” that keeps the disruptive employee in line, modifies their behavior, reduces the conflict and restores the team to smooth functioning.  Unfortunately, these  “quick fixes” have not produced the desired results because they have not engaged key stakeholders in a large-scale change process—the needed ingredient for sustainable culture change.

[1] http://www.healthleadersmedia.com/intelligence/detail.cfm?content_id=286050&year=2012

The Solution

We focus our efforts specifically on “real time change” – which refers to the fact that assessment and interventions are integrated into one seamless process with providers and other leaders participating simultaneously in the creation of the culture change process and plan including:

Co-design of collective accountability with alignment to improving the healthcare system’s performance quality, satisfaction and financial measures.

A systems approach to reinforce collective accountability, identify obstacles to its achievement, and engage leadership in understanding its impact—using a proven large-scale, real-time multidisciplinary session with 50 to 250 stakeholders.

A professional staff compact that would identify positive and negative behaviors, as well as demonstrate how teams carry out collective accountability across all providers to ensure culture change.

Feedback mechanisms that would be engaged every day to enhance the working environment and provide feedback to both reinforcers and violators of the compact.

Data integration that augments assessment of patient experiences with clinical measures from the CMS Hospital VBP program to assure that behaviors consistently support desired revenue, cost, and quality outcomes goals.

Engaged long-term sustainability by monitoring the large-scale, real-time results over 18 months via 5-6 core teams to assure systems integration, reinforcement of results, and assessment of barriers to change.

The Results

Healthcare is being held accountable for improving patient satisfaction & quality measures as the reimbursement paradigm shifts to Value Based Purchasing models. We help you achieve results with evidence-based practices that align with the latest standards from HCAHPS, CMS VBP, and the Joint Commission:

Opportunity for increased revenues resulting from achievement of above average HCAHPS patient satisfaction scores, enhancing a health community reputation for providing excellent service and thereby increasing volume.

Increased patient engagement such that patients participate and achieve a more active role in their improved care.

Increased patient safety by reducing disruptive behaviors of professionals (from research studies including our own):

  • 94% of staff work with a toxic person
  • 70% to 80% of medication errors are due to disruptive behaviors of professionals
  • 31% of nurses who were targets of disruptive behaviors quit
  • Only 1% to 6% of targets of disruptive behaviors ever filed a formal complaint
  • Only 14% found feedback effective

Enhanced quality of care by professionals demonstrating “everyday civility”© of respectful engagement throughout the organization, creating a positive work environment to focus on standard processes and providing outstanding delivery of care with organization wide culture change.

Decreased costs associated with less time needed for performance, daily crises management issues, coaching and their resulting medical errors.

Is your organization ready for change?

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