Hôm trước tham gia buổi ra mắt PHM, nghĩ về nội dung sẽ sinh hoạt sắp tới, trong đầu mình lúc nào cũng nghĩ: y tế tư nhân sẽ cạnh tranh bằng cách nào, thì sinh hoạt tập trung vào những cách đó. Chắc là có nhiều cách, nhưng không thể không nhắc đến "Sự hài lòng của bệnh nhân". Bài viết sau đây nói về 9 điều chúng ta cần phải nắm chặt lấy!!!
1/ Sự hài lòng của bệnh nhân không phải là kẻ thù của chất lượng chăm sóc.
2/ Cải thiện sự hài lòng đó phải nhắm đến cải thiện hệ thống
3/ Ngoài trừ hệ thống, cần phải có tấm lòng cảm thông với người bệnh
4/ Thờ ơ với bệnh nhân xảy ra mọi nơi, mọi lúc, và với bất kì ai
5/ Có rất nhiều những việc thừa thải, tốn thời gian, chờ đợi vô ích.. đáng lẽ ra nên được tự động hoá hoặc tự phục vụ
6/ Chúng ta chưa hoàn thành nhiệm vụ nếu chúng ta chưa thật sự tấn công hệ thống trễ nải
7/ nhưng đừng ép bệnh nhân phải nhanh hơn vì sự trễ nải của chúng ta
8/ Chúng ta cần phải làm nhiều cách để thật sự hoá thân và hiểu được cảm nhận từ bệnh nhân...
9/ Cảm nghĩ của bệnh nhân không phải xuất phát từ 1 điểm nào đó, mà xuất phát từ toàn bộ quá trình chăm sóc.
Tham khảo bài gốc:
As patient satisfaction and the patient experience start
to take the spotlight in healthcare, there’s a need for straight, useful
talk on these subjects. Here are nine points that will keep you on the right
track in hospitals and other healthcare environments.
1.
Patient satisfaction isn’t the enemy of medical outcomes. Done
right, the work you do on patient satisfaction, on improving the patient
experience, will also contribute to improving your
medical outcomes. In the hospital, and upon discharge. This should be
obvious, but our ingrained conception of win/lose, zero-sum gets in the way of
seeing this clearly. A good night’s sleep – nurses coming when you need
them without making you suffer in agony – scheduling that is prompt and makes
sense – physicians involving the patient and family in treatment and follow-up:Of course these contribute to, rather than get in
the way of, improved outcomes. It’s (sorry, neurologists) a no-brainer.
2.
Improving the patient experience is about systems as much as it is
about smiles. It can mean hiring [as Mayo Clinic once
did] industrial engineers to time how long it realistically will take to
wheel a patient from appointment to appointment, so that the idea of a schedule
can be taken as a serious concept and you’re not letting down patients and
gumming up the system all day. Inevitably, improving such systems will
improve smiles in the end.
3.
Improving the patient experience and patient satisfaction is about
smiles, not just systems. The systems and processes you’ve put in
place that work for most of your patients in most situations emphatically will
not work for all of your patients in all situations. And when a patient
doesn’t fit into your system, or a patient’s circumstances don’t fit into your
list of expected scenarios, you need smiling, helpful, empathetic
employees, administrators, managers, executives who will address what needs to
be done (including simply delivering an apology) regardless of the fact that
they had hoped their systems would suffice. Part of this is that everyone
in your organization needs to learn to handle customer complaints and concerns:
”I can’t help you, I’m the wrong person” is unacceptable; “Absolutely:
let me get you to the person who can take care of that” can work wonders.
4.
Cues to indifference are everywhere–and it’s where much of patient
dissatisfaction lives. Healthcare professionals avoiding eye contact with
“civilians.” Med students hurrying self-importantly down the halls, nearly
running down the slow-moving patients who won’t get with the program.
Patients ignored by nurses who haven’t yet clocked in and therefore don’t
realize they are already (poorly) representing their institution. Doctors in
the hallway loudly carrying on about the relative benefits of different Canyon
Ranch vacations they’ve taken. Two radios playing at once from two
administrative areas (with the waiting area for patients and their families
located equidistant to both). Vending machines that are left out of service
indefinitely. Vending machines that require exact change, but there’s no change
machine.
5.
Offload transactional tasks to appropriate automation and
self-service:patients don’t like seeing wasted time, inefficiency, and typos
any more than you do. While human beings are important in all service
environments, including and especially healthcare, there are some tasks that
automation does better and that self-service may do the best. Filling out
patient-related forms is one of these. Your patients and their families have a
lot of positive experience these days with efficient online and mobile-based
models, and it makes them impatient with inefficiency and duplicate processes.
6.
You’re not doing it right if you’re not ruthlessly attacking
systemic delays: I wrote an article recently about how Cleveland Clinic successfully guarantees that any
patient can have an appointment with the appropriate care provider the same day
they call in. (after 4 PM this guarantee rolls to the next day). You can do
this too: it’s not easy, it won’t be comfortable at first. But it makes a lot
of sense. Smaller changes that help include: Stop batching/delaying the
distribution of lab results – Consider if it’s time to implement one of the
newer technologies that allows patients to reach nurses directly (ex: Vocera communications’
system) rather than waiting for someone to notice a call light and eventually
respond.
7.
… But realize that great customer service must be delivered on a
customer’s schedule. Your quest for speed cannot become a quest to hurry
patients. Doing that it going to lead to frustration and, ultimately,
noncompliance and other outcome problems. Your quest for efficiency can often
be at odds with your quest to improve the customer experience, if you don’t
realize that there is value in being inefficient when it comes to that untidy
link in the chain: the patient.
8.
You have to do everything you can experience your care as your
patients do. Park where the patients do. See how easy it is/isn’t
to get to the front door on crutches. Take a tour of your hospital with
someone who hasn’t been there before, and let them show you whether they
can really find where they’re going. You’ll be amazed how many
mis-aligned, out of date, confusing signs you have. It all makes intuitive
sense to you, of course, because you have been in your building enough times
that you know your way around in your sleep (Probably, I suspect, literally.)
And, once a year, do a “full bladder exercise”: Everyone who works
with patients should drink two or three liters of water–it is incredible how
your perception of a “reasonable delay” between call button and response
changes when you have a full bladder.
9.
If you want to ace your HCAHPS and other measurements, don’t think
too specifically; think instead in terms of “halo effect”: The halo
effect I’m referring to is the human tendency to cut you slack when they have a
generally positive impression of you. let a generally positive experience
with you “infect” areas in which you may not have been entirely up to snuff.
Taking a sample HCAHPS question where your goal is to have an answer of
“always” (for example: “During this hospital stay, how
often were your room and bathroom kept clean?” ). “Always kept clean” is, strictly speaking, an
impossibility. Not even Four Seasons or Ritz-Carlton can pull that off;
they may tidy your room three times a day, but that’s plenty of time to trash
it in between. Yet it is possible to get an “always” response from a patient.
Because the way patients remember is more holistic (sorry, I know
that word can lead us down an icky path; I promise I won’t use it again)
than you think it is. An overall extraordinary experience with your
facility and organization. will convince a patient to cut you slack while a
generally poorly treated patient is going to grade you literally on your
HCAHPS. And a literal reading of/response to the HCAHPS questions isn’t going
to turn out all that well for anyone.
Micah Solomon is a customer service,
patient satisfaction and patient experience consultant, speaker, and
author.
- All about better healthcare -
(Share nếu bạn thích, và mong bạn góp ý để chúng tôi có thể làm tốt hơn: phamngoctrungmd@gmail.com)
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