- What was your greatest learning from the chapter?
- What can you apply to your work environment?
- What benefit do you see for the overall system?
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Timeline
February- Chapter 1
March- Chapter 2
April- Chapter 3
May- Chapter 5
June- Chapter 6
July- Chapter 7
August- Chapter 8
Sept- Chapter 9
12 comments:
I don't know if it's new learning, or just reinforcement of what I already know, that good preceptors and orientation programs can make a big difference in whether folks will stay on board and succeed. I have developed a sub group of my team to look at our orientation process and pathways, but also need to consider coaching the coaches once again, and supporting them as needed. I think it helps the system by molding and helping in the retention of quality, satisfied employees.
I think my greatest learning/reminder for the first chapter is to reinforce what is working well routinely. That way if areas for improvement are identified staff feel good about what they do versus "something else I do bad".
I also think the term "fire starter" is perfect. We each need to be a fire starter in our own areas that will trickle through all of AHS.
Chapter 1 shows that one person can make a difference! become a Fire Starter! Encourage and recognize worthwhile work to create overall improvements for AHS.
As I read Chapter 1 I am reminded of the importance to "hardwire" processes in order to achieve sustainable results. For example: d/c call backs, Thank you notes, and expectations are communicated during onboarding. (CH)
I think what spoke to me most from this chapter was the importance of "feeling worthwhile". When ALL employees of an organization feel that they can make a difference, morale goes up and great things happen. Looking for and emphasizing the positive is a crucial step in creating the culture necessary to hardwire excellence. The importance of that culture can't be overemphasized.
I found the section on the staff needs to be important. Studer lists the needs as: having the tools and equipment to do the job, having good supervision and feeling appreciated. As the clinician I feel it is important to give the staff the tools and education to perform their job well. I use job aides to help the staff know how to perform procedures that are done infrequently(peritoneal dialysis, chest tube insertion, etc.) I also feel it is important to focus on the positive. "Hearing what we can't do makes it easier to give up."
Leah W said...
I think it is important to emphasize that it takes an individual to be a fire starter...but in order for the flame to burn on, each individual is an important piece of the fire. You need more than a match to keep a fire going- you need sticks, logs, newspaper...etc. When all are on fire, the fire is stronger and harder to put out. These are the concepts that will make or break the process. It is important to get all involved and make everyone feel as though they part of a wonderful change for our system, our patients, and ourselves.
Wow- that is a whole lot of analogy!
When I first received this book, I said " I don't read books, I read magazines!" but I am happy to admit, this first chapter was easy reading and entertaining. It made me think, that when I worked on the floors, the I wish someone would have come up to me and said " what can I do to make your job better" usually you only saw someone when it was bad. It makes the it a better place to work when staff feel worthwhile, and that when they give you their opinion, that something actually comes from it.
I could appreciate the first chapter because I am recently new to the role of clinician and feel like I want to make the surgery center a better place so I am asking people what I could do in my role to improve things. I realize that I could be a "fire starter". Also starting this role I felt like a new grad again going to work feeling like I could make a difference, which I think sometimes you lose after time.
I learned that, along with the physical tools needed to do a good job, additional "tools" include a good supervisor and feeling rewarded and recognized. I look forward to giving my staff all the tools they need to be personally successful in their career. When individuals are successful then that leads to successful units and a successful hospital.
This book has been an easy read so far. I'm anxious to see what ideas Studer offers and how to implement them. I agree with everyone's comments so far. I think Cindi's comments on staff needing to feel their efforts are worthwhile and that they can make a difference mirror my own thoughts. The Women and Families Shared Governance Team is a good example. I know all those people were already "can-do" people, but I see a whole new level of commitment to Affinity in this group. They have ownership within the organization because their opinion matters and leadership listens to them.
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