I have a lot of respect for what electronic medical records can, and will do, for continuity of care, safety and quality, but I sometimes feel that computers detracts from both the patient experience and the provider’s ability to think critically. There is an art and science to providing the ideal patient experience and both must be respected and balanced. While the computer provides an important part of the science for us, the art lies in making the human connection and using critical thinking despite the temptation to let a series of questions blinking on a 15 inch screen dictate the flow of the encounter.
I’ve always had an issue with nurses and other providers focusing on the technology before the person during encounters. But I find that the more technology that is introduced, the greater the distraction from the human interactions. There are often pumps, monitors and computers that grab the provider’s attention immediately upon entering the room. I get that. Each one of the machines is talking to you. Each one has a report to give. And, their digital display isn’t going to complain about pain, ask for a drink or tell you about their fears. But beneath all the monitors, and on the other side of the computer screen, lies a person with feelings, a history and unique needs.
I was visiting my sister recently when she needed to be taken to the ER with signs of congestive heart failure. She has a rare heart condition and had a type of heart surgery that many health care providers are unfamiliar with. Unless the provider is made aware of this early in an encounter, her symptoms can be easily misinterpreted which could result in a life-threatening mistreatment.
When we arrived at the ER the triage moved quickly and appropriately as they learned of her cardiac symptoms. My sister was extremely short of breath making it difficult to talk. When we were taken to a room, I started to tell the nurse about her heart condition and her past surgery. The nurse turned to me sharply, held up her hand, shushed me and said, “I’ll get to that.” She turned back to the computer and continued to check off her list of questions, which frankly, were not nearly as crucial to the situation as understanding her past history and diagnosis.
During each encounter throughout the ER visit, each person that entered the room looked first at the monitor, second at the IV pump and last at my sister. I saw the same thing when my mother was an inpatient and it saddens me when I see caring, intelligent caregivers lose sight of the human element. I understand that they are busier than ever before, but behaviors become habits and habits influence the patient experience.
Remember; where we put our attention implies the greatest value. Being truly patient-centered means seeing the person before the technology. As leaders we need to continually spot and recognize those employees who do this well.There is greatness all around us. Let's be sure to spot, nurture and leverage the talent that will provide the best patient experiences.
Sunday, September 13, 2009
Tuesday, September 1, 2009
Everything I Needed to Know about Handling Change I learned from the First Day of School
I love this time of year when fall is tiptoeing onto the landscape and the lazy days of summer surrender to a routine. I live next door to an elementary school and watched this morning as the kids arrived for the first day of school. As I watched the children arrive, I noticed how differently they approached the changes brought about by their first day of school. I began to notice that they fell into one of three categories. The first group seized the day with all the fervor that they could muster. They literally skipped into the school ready to grab the challenges that lay before them. The second group walked slowly and cautiously showing signs of uncertainty but not fully resisting. They would need to size things up before deciding if this was going to be good or not. The third group clearly wanted no part of it. These were the kids who had to be prodded and cajoled if not dragged into the building kicking and screaming.
As I watched this pattern emerge, I noticed that the children’s ability to deal with change is really no different than in adults in the work world. We have those who embrace change, those who enter with caution waiting to see how things evolve and those who resist with all their might. With children, you clearly know where you stand. Those who are skipping into the building are invigorated by the change. Those who are resisting the change are overtly doing so, sometimes loudly. And those exercising caution need just a little encouragement before they embrace the opportunities.
What would your corporate environment look like if your staff approached change as overtly as children do with their first day of school? Imagine announcing a change in policy or even a pending merger. You’d see some of your staff members skipping down the corridors and chatting excitedly about the opportunities that lie ahead and the good that will come from the change. You’d have some quietly taking it all in while they wait for more evidence of what is to come. And best of all, you’d be crystal clear about who your resisters are. They’d be throwing themselves on the floor and wailing loudly about the injustices and their intentions to boycott the change.
I don’t know about you but I find the passive aggressive behavior of the adult resisters to be much more difficult to deal with than if they would just come right out and say that they don’t support you and the change. At least with a tantrum, you know clearly where they stand.
During my next webinar, Harnessing Greatness, I’ll be discussing core principles of employee engagement and what it takes to leverage talent. I will be joined by Pam Bilbrey and Brian Jones, co-authors of Ordinary Greatness (2009, Wiley and Sons). As part of the discussion, Pam and Brian will describe the various ways employees handle change. You'll want to tune in as the two elaborate on the "Tator Principle."
Unfortunately, in both the corporate world and the school yard, it’s often the resisters who get the most attention. As leaders, it’s important to remember that when we focus more on those who are fully on board, we’ll quickly draw in those who are only mildly uncertain. Once that happens we’ll have a majority on board and change will happen more swiftly.
As I watched this pattern emerge, I noticed that the children’s ability to deal with change is really no different than in adults in the work world. We have those who embrace change, those who enter with caution waiting to see how things evolve and those who resist with all their might. With children, you clearly know where you stand. Those who are skipping into the building are invigorated by the change. Those who are resisting the change are overtly doing so, sometimes loudly. And those exercising caution need just a little encouragement before they embrace the opportunities.
What would your corporate environment look like if your staff approached change as overtly as children do with their first day of school? Imagine announcing a change in policy or even a pending merger. You’d see some of your staff members skipping down the corridors and chatting excitedly about the opportunities that lie ahead and the good that will come from the change. You’d have some quietly taking it all in while they wait for more evidence of what is to come. And best of all, you’d be crystal clear about who your resisters are. They’d be throwing themselves on the floor and wailing loudly about the injustices and their intentions to boycott the change.
I don’t know about you but I find the passive aggressive behavior of the adult resisters to be much more difficult to deal with than if they would just come right out and say that they don’t support you and the change. At least with a tantrum, you know clearly where they stand.
During my next webinar, Harnessing Greatness, I’ll be discussing core principles of employee engagement and what it takes to leverage talent. I will be joined by Pam Bilbrey and Brian Jones, co-authors of Ordinary Greatness (2009, Wiley and Sons). As part of the discussion, Pam and Brian will describe the various ways employees handle change. You'll want to tune in as the two elaborate on the "Tator Principle."
Unfortunately, in both the corporate world and the school yard, it’s often the resisters who get the most attention. As leaders, it’s important to remember that when we focus more on those who are fully on board, we’ll quickly draw in those who are only mildly uncertain. Once that happens we’ll have a majority on board and change will happen more swiftly.
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