Printable Healthcare Newsletter Articles

Baird's popular monthly customer-service e-newsletter, The Patient Experience Post, provides timely feature articles, reading reviews, and tips for making your service efforts stronger than ever. Read below to see our most recent feature articles or feel free to print them for your own reference, but please include the required credit line!

Giving and Receiving Feedback – Baird’s Top 10 Tips

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Imagine a workplace where employees, supervisors, managers, senior leaders, physicians and other clinicians all felt comfortable giving and receiving feedback from each other. Think of the opportunities for improvement that could emerge. Think of the impact on patient experience as well as quality and safety outcomes. Unfortunately, it’s rare that I come across this type of culture. Instead. What I’m most likely to hear are questions such as “How do I deal with people who are not following our service standards?” or “What can I do about staff members who are rude to each other?” Continue Reading...

Good Read: The Starfish and the Spider

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What does culture and patient experience have to do with starfish? More than you might think. In their book, the Starfish and the Spider, Brafman and Beckstrom use these two creatures to compare and contrast corporate structure. The spider represents the hierarchical, top down structure with a pyramidal org chart. The starfish represents the flat organizational structure where power and innovation is pushed down to the associates. Their point is that in a spider organization, if you lose the top leadership, the success and momentum die just as a spider would if he was to lose his head. The starfish on the other hand is perfectly decentralized so that it can regenerate even when cut into pieces. Continue Reading...

People Behaving Badly – The Real Cost of Disengagement

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There’s no argument to make for the value of a disengaged employee. In fact, most leaders would likely agree that disengaged workers are costly in many ways—and they’re right! And yet, data suggests that most workforces are comprised of a shockingly high percentage of disengaged workers. Gallup research indicates that 51 percent of employees are not engaged. Add to that percentage, the number that are actively disengaged—17.5 percent. In fact, Gallup says, only 31.5 percent of employees are engaged. The thing is, you know who your disengaged employees are. But what are you doing about it? Continue Reading...

Reflections from the Field – What Are You Too Busy For?

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The Baird Group is always invited into an organization. Potential clients initiate contact, describe their current reality, and look to us to provide solutions. Although we bring our expertise, solutions must be co-created – after all, it’s the healthcare organization that must implement and sustain the effort. So, when a leader doesn’t have time to meet with us, we have to wonder why. I am not talking about the handful of leaders who had vacations planned in advance of our visit, those who are out sick, or those who are involved in an unexpected event – these are unavoidable absences. I am referring to the leaders who are “just too busy.” These folks are usually apologetic when they explain why they can’t meet with us. They are eager to tell us how many hats they wear, how short-handed they are, how big a role they play in the organization, and how we can depend on others to answer any questions we have. Invariably, where we see this behavior in leaders, we also find some common themes in these organizations. Continue Reading...

What About The Doctors?

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Healthcare organizations and their staff members—both clinical and allied health—are going through a wide range of changes these days, both internally and externally. Growing patient expectations, increasing competition, reimbursement based on quality and satisfaction outcomes, and technology advances that ease and create complexity, have led to changes in policies, processes and expectations. As healthcare organizations co-create the roadmap to introduce new initiatives and communicate new expectations and accountabilities, one question that is frequently asked by staff is: “What about the doctors? Will they be held to the same standards as the rest of us?” Of course; clearly that must be an expectation. But, how do you get from here, to there? Continue Reading...

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