Closing The Knowing- Doing Gap - Pdfs.semanticscholar
12/2/2013Session Code D7/E7This presenter hasnothing to discloseClosing theKnowingDoing GapBy Craig E Deao, MHASenior Leader, Studer GroupWed, December 11, 20139:30-10:45 a.m.11:15 a.m. – 12:30 p.m.P2Session ObjectivesIdentify the barriers to improvement that are keepingyour leadership team on the lily pad, as well as theopportunities for improvement being missed.Implement three evidence-based practices that willimprove your ability to execute system goalsCopyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.1
12/2/2013The Journey Aheadvs.Copyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.Quality, Value and ExperienceValue Quality/PriceQuality S.T.E.E.E.P. (IOM, 2001) The culmination of everything that happens to apatient during and as a result of an encounter(Studer Group, 2012) Cannot be determined without voice of thecustomer input (i.e., experience)Copyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.2
12/2/2013It’s not about service.It’s about quality.30% of respondents had poor adherence to their cardiometabolic medication regimens.After adjusting for potential confounders, the prevalenceof poor refill adherence increased by 0.9% (95% CI,0.2%-1.7%) (P .01) for each 10-point decrease inCAHPS score.The Diabetes Study of Northern California.Archives Internal Medicine 12/31/12Copyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.It’s not about satisfaction.It’s about frequency.NeverSometimesUsuallyAlwaysCopyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.3
12/2/2013Hospitals with Better Patient ExperiencesHave Fewer Hospital Acquired ConditionsCopyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.Hospitals with Better Patient ExperiencesHave Shorter ED Wait Times and Fewer Patients Who LeaveDoor to DocPatients LWBSCopyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.4
12/2/2013Hospitals with Better Patient ExperiencesAre Less ExpensiveCopyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.Competency by ProxyCopyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.5
12/2/2013We Practice What We Teach2010 recipient of the Malcolm Baldrige National QualityAward99th percentile employee engagement for nine straightyearsOne of the best small companies to work for in Americafor six straight years (#7 in 2013)Mission: to create better places to work, practicemedicine and receive care.Vision: to maximize the human potential withinhealthcareCopyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.“Vision withoutexecution ish a l l u c i n a t i o n .”Thomas EdisonCopyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.6
12/2/2013Closing the Knowing-Doing GapIn healthcare, our Gap is profound.It’s not just about trying harder and learning 25novel tactics.How do you systematically ensure that peoplealways apply evidence-based practice?Reference: Pfeffer J, Sutton R. The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action. Harvard Business School Press. 2000.Copyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.Most Change Efforts FailTotal Quality Management programs: About two-thirds “grind to a halt because of theirfailure to produce the hoped-for results”Reengineering 70% failure rateKotter, John P. 1995. Leading Change: Why Transformation Efforts Fail. Harvard Business Review. 73(2): 59-67.Copyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.7
12/2/2013Why Organizational Change Fails1.2.3.4.Dots are not connectedconsistently to purpose,worthwhile work andmaking a differenceDo not achieve criticalmass - Lack of balancedapproachAbsence of an objectiveaccountability systemLeaders do not have thetraining to be successful5.6.7.8.Too many new behaviorsintroduced at once – need ofsequenced approachNo process in place to rerecruit the high and middleperformers and address lowperformersInability to take best practicesand standardize acrossorganizationFailure to have leaders“always” do desired behaviorsStuder Group. Organizational Change Processes In High Performing Organizations: In-Depth Case Studies withHealth Care Facilities. Alliance for Healthcare Research. 2005.Copyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.Three Elements to ExecutionSource: Simplified depiction of Studer Group’s Evidence-Based LeadershipSM framework.Copyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.8
12/2/2013Example Organizational ResultsUsing Typical Leader EvaluationCopyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.Example Distribution of PerformanceUsing Typical Leader EvaluationCopyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.9
12/2/2013Same Organization’s ResultsAfter Implementing Objective EvaluationExcellenceServiceIncrease edTurnoverGoal 62ndCurrent 51stQualityDecreaseMortality IndexGoal .77Current .77Goal 14.5%FinanceOperatingMarginGoal 5%Current 5.6%GrowthIncreaseInpatientAdmissionsGoal 2.7%Current 7.6%Current 16.7%Reduce FTE perAdjustedDischargeIncreaseOutpatient VisitsGoal 62ndGoal 1.15Goal 5%Current 65thCurrent 1.15Current 8.0%Increase isfactionCopyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.Distribution of PerformanceAfter Implementing Objective EvaluationNote: Percentages noted account for 93% of the leaders who have entered data as of 6.7.07.Copyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.10
12/2/2013Example HospitalInpatient Monthly Percentile ScoreYear 1 – Year 5100%Goal 90%95%90%80%70%60%50%40%30%20%AugAprJunFebOctYear 4DecAugAprYear 3JunFebOctAugAprYear 2JunFebOctDecAugAprYear 1JunFebOctDecAugAprJunFeb0%DecLeader EvaluationTool Implemented10%Year 5Copyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.Example HospitalInpatient Monthly Percentile ScoreYear 5 – Year 7100%99%90%80%Goal 90%70%60%50%40%30%Year 5Year 6MayMarJanNovSepJulMayMarJanNovJulLeader EvaluationTool ImplementedMayJan0%Mar10%Sep20%Year 7Copyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.11
12/2/2013Goal Cascade Example (Reduce LOS)Case Management / Discharge Planning / Social WorkIncrease % of patients discharged day the order is writtenAncillary Department Leaders-Increase the number ofinpatient procedures completed the day the order is writtenInpatient Nurse Managers-X% of patients discharged by (fillin appropriate time)Medical Staff Leaders-Increase the % of discharge orderswritten by (fill in appropriate time)House Supervisors-Increase % of ED admissions to inpatientbed within XXX hoursEVS-Improve bed turnaround time after 3pmCopyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.Big RocksCopyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.12
12/2/2013Three Elements to ExecutionCopyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.HOver the WallMHMHHMLTheWallMGap isintolerableGap isuncomfortableLLCopyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.13
12/2/2013Three Elements to ExecutionCopyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.The Journey Aheadvs.Copyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.14
12/2/2013It’s not what we do for patients.It’s what we do with patients.Copyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.AcknowledgeEye contact, smile and acknowledge everyone inthe room.IIntroduce“Hello Mr. Clark. My name is Jackie and I amyour nurse today. I have been a nurse for 20years and have worked in this hospital for over 8years. I have done this procedure thousands oftimes and I go back for training each year .”DDuration“This procedure will take about 10 minutes toperform and then about one hour for theresults .”AEExplanation“Let me explain some more about the procedure.”(Explain why performing the procedure, what willhappen and what they should expect,understanding of side effects, and answer anyquestions.”TThank you“Thank you for choosing us .Thank you forwaiting Thank you for coming in today Whatother questions do you have?”Copyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.15
12/2/2013Copyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.Everyone thinks ofchanging the world, butno one thinks of changinghimself.Leo TolstoyCopyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.16
12/2/2013Thank You!Craig Deao, MHASenior mCopyright Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.17
Closing the Knowing-Doing Gap In healthcare, our Gap is profound. It’s not just about trying harder and learning 25 novel tactics. How do you systematically ensure that people always apply evidence-based practice? Reference: Pfeffer J, Sutton R. The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action.Harvard Business School .
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions
Dr. Sunita Bharatwal** Dr. Pawan Garga*** Abstract Customer satisfaction is derived from thè functionalities and values, a product or Service can provide. The current study aims to segregate thè dimensions of ordine Service quality and gather insights on its impact on web shopping. The trends of purchases have
Strategies to Close the Gap Knowing comes from doing and teaching others how. Do versus think Leadership capacity building Teaching is a way of knowing. —Pfeffer & Sutton, The Knowing–Doing Gap: How Smart Companies Turn Knowledge Into Action (2000), pp. 243–262 Strategies to Close the Gap Action counts more than
Chính Văn.- Còn đức Thế tôn thì tuệ giác cực kỳ trong sạch 8: hiện hành bất nhị 9, đạt đến vô tướng 10, đứng vào chỗ đứng của các đức Thế tôn 11, thể hiện tính bình đẳng của các Ngài, đến chỗ không còn chướng ngại 12, giáo pháp không thể khuynh đảo, tâm thức không bị cản trở, cái được
Artificial Intelligence: what consumers say Findings and policy recommendations of a multi-country survey on AI. 02 Products and services consumers deal with on a daily basis – e.g. insurance policies based on automated risk assessments, pro - duct offers on e-commerce sites and price comparison tools – are increasingly powered by artificial intelligence (AI). This technology promises to .
