By Rhonda Dishongh
Written through the world over said specialists within the client and sufferer event move, Achieving sufferer (aka consumer) adventure Excellence: classes From a winning Cultural Transformation in a Hospital basically outlines the foundations and improvement stages of an outstanding consumer event transformation. utilizing an interesting tale, it permits readers to keep on with the adventure of group normal, a healthcare association that went from suffering to being nationally well-known for its functionality and patron pride success.
Demonstrating how neighborhood normal used to be in a position to in achieving its cultural transformation, the ebook provides useful classes discovered that may be utilized throughout quite a number industries, together with healthcare, telecom, and monetary prone. every one bankruptcy starts off with a case learn that describes the stories of the authors—the director of shopper event layout, the director of imaging prone, a expert, and a company psychologist—allowing readers to benefit from their luck and struggles.
Each bankruptcy additionally encompasses a administration studying part that offers functional recommendation and worthwhile assistance for healthcare managers on their trip in the direction of attaining excellence within the sufferer adventure. Representing many years of battle-tested adventure, this ebook won't in simple terms assist you comprehend the elements required to construct a customer-centric tradition, yet also will give you the attitude it is very important strike the proper stability among sufferer (aka consumer) delight and company benefit.
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Extra info for Achieving Patient (aka Customer) Experience Excellence: Lessons From a Successful Cultural Transformation in a Hospital
The building began to leak, and we were soon on generator power. Overall, though, we fared well. Things were going according to the emergency plan Community General’s management set out. The water supply was fine, phone lines were back up, we were well staffed, and the generators were doing their job. We were even able to serve a hot breakfast to our patients and staff. , causing an evacuation of all patients on ventilators. That was the event that created a team out of a lot of individual departments.
The department was going through a lot of change, like daily team “huddles,” or a gathering of the team to be updated on events, share ideas, and recognize one another. Even though it was change for the better, the doctors were not convinced these were the right changes to make. The doctors were good guys, and they had the best of intentions of doing right by our hospital. They just did not agree with the changes I had been implementing. In response, they felt getting rid of me would be easier than making the changes I thought needed to be made.
We found ourselves facing the challenge of a big, direct hit hurricane. By this time, we had a leadership team made up of individuals that had a history of success at other hospitals inside and outside of our system. These were proven people by every traditional measure of success. Unfortunately, the majority of them did not make it in an environment focused on Patient Experience. It does not mean that they were not good managers. These people brought the concept of the “right person, wrong job” to reality.
Achieving Patient (aka Customer) Experience Excellence: Lessons From a Successful Cultural Transformation in a Hospital by Rhonda Dishongh