Achieving patient experience excellence through cultural transformation

Achieving Patient Experience
Excellence through Cultural
Transformation
Rhonda Dishongh, Director of Customer Experience Design,
Memorial Hermann Hospital System

Qaalfa Dibeehi, Chief Operating and Consulting Officer,
Beyond Philosophy

www.beyondphilosophy.com

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Who we are

Qaalfa Dibeehi Rhonda Dishongh
Chief Operating & Director of Customer
Consulting Officer, Experience Design,
Beyond Philosophy Memorial Hermann
Award winning Hospital System
Professor and author Nationally recognised
of best selling book Patient Experience
on customer Practitioner
experience

Met in 2005 redesigning Memorial Hermann’s patient experience


Who are Beyond Philosophy?

Customer Experience Thought leadership is 4th book published in 2010,
is all we do! our differentiator 5th being written now

Focus on the maximizing value Links with We work globally with offices
on the emotional side of the Academia in London and North America
Customer Experience


We are proud to have helped some great
organizations…

Health related clients Some other clients


Patient Experience is about managing the gaps

Patient Expectations
(conscious and subconscious)

Current Experience
(as perceived by the patient)

Intended Patient Experience
(what your hospital says should happen)


Background: MHHS
2 chapters story

• Comprised of 27 hospitals, specialty centers,
surgery centers and surgery hospitals

• 20,000 employees

• Memorial Hermann featured in the docudrama
“Houston Medical”, a primetime network
television series that aired nationwide in 2002

• $300 million annually in uncompensated care


Chapter 1: Building the foundation
• This was pre-HCAHPS (2005)

• M.D. Anderson had already used Disney to help • Why we selected Beyond Philosophy
shape their experience – they were reaping benefits
• I am a Disney lover and have been to the Disney • Deep experience in Customer Experience
course.
• We did not have the budget of M.D. Anderson. • Could bring best practice learning from
• We wanted to learn best practice, especially from
other sectors
other industries
• Had a simple practical system to help us
• We wanted to learn a system to improve a service line •we did not want esoteric concepts
that we could replicate to others
• We were thinking of something to supplement our
Six Sigma process improvements

They literally wrote the books They were vetted by other complex Their methods were tested and
on customer experience organizations in various sectors proven around the globe

Chapter 2: The Northeast Hospital take over

After 30 years of being a stand
alone hospital Northeast was
TAKEN OVER by the big guys
down the street.

How do you motivate a
thousand employees during a
hostile take over???

Culture inspires.

There are many steps to
success, but one thing is for
sure—leadership is not for the
weak.


The Goal: To replicate the program and get each
employee to jump successfully to our side

“We create the best
possible clinical
outcomes with
exceptional patient “We
create
the best
care experiences.” possible
clinical
outcom
es with
exceptio
nal
patient
care
experie 10

Just a few more reasons to listen to this session


Let’s start at the end:
What has success looked like?
Success: National Awards and Recognition:

• Patient satisfaction increased by 20% on average, • Press Ganey Success Story Award, 2011
allowing for high-performing hospitals to rank it in • NAATP Quality Improvement Award, 2011
the 92nd percentile. • Gold Circle Award for Operations, 2011
• Market share jumped from 17% to 23% within two • President’s Cup for Best Performance Overall,
years. 2011
• Projected losses through 2010, when the hospital • Press Ganey Top Improver Award, 2010
was expected to break even, turned into profits in • Gold Circle Award for Quality, 2010
2009. • National Quality Forum National Quality
Healthcare Award, 2009
• Healthgrades Distinguished Hospital Award for
Clinical Excellence, 2009


Our program: A tale of two cities…

Foundation Program Replication Program

Established the building blocks The program when applied to a
and mindset to carry the program new institution to transform it
throughout rollout

Answers the questions: Answers the questions:
• What is the experience our patients • How do I get managers to get
have? involved and stay focused
• This is often different than the • How do I get employees enthused
experience we give them and bought in
• What are the key drivers in the • How can I get colleagues to do
experience? most of the heavy lifting
• What is the experience we want our • How can I get to some positive
patients to have? results in the short term
• What could we do to redesign our
experience?



Foundation Program

Established the building blocks Patient Expectations
and mindset to carry the program (conscious and subconscious)
throughout rollout

Answers the questions:
• What is the experience our patients
have? Current Experience
• This is often different than the (as perceived by the customer)
experience we give them
• What are the key drivers in the
experience?
• What is the experience we want our
patients to have? Intended Patient Experience
• What could we do to redesign our (what your hospital says should happen)
experience?


Designing the Experience:
Define your North

Patient Experience Statement Patient Expectations
•Objective:
• To give employees a guiding light on what
the desired patient experience is and how
to strive for it in the day to day jobs
Current Experience
•Key questions to answer:
(as perceived by the customer)
• What is the patient experience we want to
deliver?
• How do we differentiate from other
hospitals?
• What are the best practices that will help Intended Patient Experience
employees deliver the desired (what your hospital says should
experience? happen)


Understand the ACTUAL experience

Patient Mirrors Patient Expectations
•Objective
• Learn what the rational and emotional
experience your patients have is and
what you can do across specific
moments of contact to improve patient Current Experience
satisfaction
•Key questions answered:
• What is the actual patient experience
journey is like?
• Where are the stress points, where are Intended Patient Experience
the delights, where are the opportunities/ (what your hospital says should
• What are the little changes we can do happen)
that can have a great impact?


Identify the key drivers

Emotional Signature Patient Expectations
•Objective:
• Discover and quantify what drives
HCAHPS in your experience

•Key questions answered: Current Experience
• Which specific aspect of your patient
experience drives business value (e.g.
HCAHPS) ?
• What is the return we get out of each
moment of contact with the patient?
• What is the right focus for our limited Intended Patient Experience
resources? (what your hospital says should
happen)


Cultural Transformation: the role of leadership
• Set a clear goal and make sure employees can see “What‟s in it for me”
• Start with the people
• Communicate the goal and expectations
• Lead By Example and communicate
• Reward along the way and communicate
• Be Consistent and Communicate
• Get to know them
• Make it Fun

Leadership


Cultural Transformation: the 3 seeds of change

• Motivate
• Coach
• Measure

Leadership


Motivation

People often say that motivation doesn’t last.

Well, neither does bathing – that’s why we
recommend it daily.
Zig Ziglar


3 Ways to Motivate

• Value Alignment

• Money

• Fear


Cultural Transformation: the 3 seeds of change

• Motivate
• Coach
• Measure


Coach


Coach: good reads

“Remarkable. It‟s a “Fun is mandatory.” “Although Alan is “As a leader, you
simple word. It an effective move from your
means „worthy of producer, he is dependence based on
attention.‟ unwilling to share technology (emails,
Remarkable people the spotlight … and etc) to one-on-one
seek and attract is fired because, as conversations that
remarkable ideas, his boss puts it, convey your
people, "Alan, we need message. You use
experiences.” good producers emotional stories; you
who are good team are transparent…
players, too.” issues are uncovered
far sooner…”


Measure: the need for accountability


Measure

Where the rubber hits
the road…

• Employees must own
the problems and the
solutions

• Bonuses and Merit
Increases are tied to
outcomes

• Peer accountability
and recognition

• I hear what you are
saying but the
expectation is. . . .


Creating a Culture…of Recognition


• Creating a culture must be purposeful and strategic.

• All of the elements must be well thought out or you risk an
environment with a lot of activity but no congruency.



Foundation Program Replication Program

Established the building blocks The program when applied to a
and mindset to carry the program new institution to transform it
throughout rollout

Answers the questions: Answers the questions:
• What is the experience our patients • How do I get managers to get
have? involved and stay focused
• This is often different than the • How do I get employees enthused
experience we give them and bought in
• What are the key drivers in the • How can I get colleagues to do
experience? most of the heavy lifting
• What is the experience we want our • How can I get to some positive
patients to have? results in the short term
• What could we do to redesign our
experience?


Take Aways
• Understand what the end-to-end patient experience looks like from
the patient’s perspective, and how special focus on emotional
engagement can reshape the patient experience. It is crucial that
you know the answer to these questions:
• What is the experience our patients have?
• This is often different than the experience we give them
• What are the key drivers in the experience?
• What is the experience we want our patients to have?
• What could we do to redesign our experience?

• Understand what’s required to transform
organizational culture to continually deliver
outstanding, award-winning patient satisfaction
results.
• Leadership
• Motivation
• Coaching
• Measurement


Achieving patient experience excellence through cultural transformation

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