Discussion group revolving around the book "Hardwiring Excellence" by Quint Studer.
Tuesday, July 29, 2008
Chapt 7 -
2 comments:
Anonymous
said...
Chapter 7 stresses the importance of having satisfied employees if you want to have satsified patients. Focusing on the positive and what's right and not wrong,is motivating to the staff, and makes them believe that how they feel is important to the leaders of the organization. Employee surveys can be a great way of getting feedback from staff, but will do more harm than good if the results aren't shared with them, and worse yet, nothing changes. As with so many other processes, lack of an appropriate follow-up plan and follow-up action is a real morale killer. The attitude of "nothing I say matters anyway" becomes pervasive, and staff then just won't participate at all. Without staff and physician buy-in, the organization will have a hard time providing patients with quality care that they will be v ery satisfied with!
I agree with Cindi's comments. I know I have had the experience of being asked for my feedback on an issue or idea, and then there was no follow-through. It is very demoralizing. Why ask if you really didn't want to know? I think staff still has a feeling of powerlessness. They ask for changes and the change doesn't happen. I think satisfaction could improve if communication could improve. The top needs to know what the bottom is doing, and vice versa.
2 comments:
Chapter 7 stresses the importance of having satisfied employees if you want to have satsified patients. Focusing on the positive and what's right and not wrong,is motivating to the staff, and makes them believe that how they feel is important to the leaders of the organization. Employee surveys can be a great way of getting feedback from staff, but will do more harm than good if the results aren't shared with them, and worse yet, nothing changes. As with so many other processes, lack of an appropriate follow-up plan and follow-up action is a real morale killer. The attitude of "nothing I say matters anyway" becomes pervasive, and staff then just won't participate at all. Without staff and physician buy-in, the organization will have a hard time providing patients with quality care that they will be v ery satisfied with!
I agree with Cindi's comments. I know I have had the experience of being asked for my feedback on an issue or idea, and then there was no follow-through. It is very demoralizing. Why ask if you really didn't want to know? I think staff still has a feeling of powerlessness. They ask for changes and the change doesn't happen. I think satisfaction could improve if communication could improve. The top needs to know what the bottom is doing, and vice versa.
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