- Define specific targets
- Measure progress against those targets
- Align necessary resources
Key Point- measure often enough so you can reward and recognize soon after the behavior.
Remember
- Focus on opportunities to create desired behaviors- not on measurement
- Act fast
- Put the data to use
- Push for results- not excuses
5 comments:
I think the things that I will apply from this chapter are:
- focus on what has the most impact. The ex. in the book was nursing vs food.
- talk to those people who rate you as excellent & why they gave you that rating.
- talk to those who rate you as good and find out what you could do better.
Remember to share the information!
The takehome message for me from Chapter 4 was that it is critical to understand and correctly interpret the data you gather, so that you can focus your efforts to improve quality on those areas that will have the greatest impact. It's just another way of saying that you have to identify the "correct" priorities so that the limited resources everyone has, e.g. time, money, can be focused on those areas where improving the quality of what we do will have the most effect and influence.
As the Women and Families Shared Governance Team reviews our patient satisfaction scores, we are frustrated when each month different issues are the concerns and we do well or poorly in a particular area for no apparent reason. It's very difficult to initiate improvement when we can't tell what is working. Things we think we do consistently the same way all the time are judged differently depending on the patient.
The important point in this chapter for me was the reinforcement that the foundation of patient satisfaction is nursing. Our common drivers are always with us and can always be improved - communication, pain management, personal needs, and response to call lights.
Quote " When clear goals are combined with consistent measurement and aligned behaviors, results start to come." along with "what gets measured gets done" had meaning for me this month. Just setting goals isn't enough, we need to align behaviors and make the measures meaningful to achieving excellence.
pg 63 Has the most powerful statement for me: "When clear goals are combined with consistent measurement and aligned behaviors, results start to come. Individuals are more motivated and begin to understand teh importance and power of the behaviors they are being asked to use."
If the above does not happen then all an organization and it staff are doing is doing nothing or attempting to do something with little results.
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