Notes on Studer Group

“Leaders can never be too busy to pursue excellence, and it is excellence that enables growth and the ability not just to survive but to thrive. ”

BG Porter

https://www.studergroup.com/who-we-are/our-baldrige-journey/

 

Studer Group

Our Mission is to make healthcare better – as a place to work, practice medicine and receive care.

We share a Vision to drive outcomes and maximize the human potential within each organization and healthcare as a whole.

Our Baldrige journey helped us sharpen and streamline many of our processes. It also confirmed the effectiveness of Evidence-Based Leadership℠ (EBL), the execution framework Studer Group lives by and shares with our partner organizations. EBL is a prescriptive model that closely aligns with many of the non-prescriptive Baldrige criteria—and it’s what allowed us to respond to the principles that shape the journey.

 

Straight A Leadership

Alignment, Action, Accountability

 

 

NINE PRINCIPLES®:

A sequenced step‐by‐step process and roadmap to attain desired results and help leaders develop and achieve an excellence‐based culture. The Nine Principles® are truths upon which the culture of excellence can be built:

  1. Commit to Excellence
  2. Measure the Important Things
  3. Build a Culture around Service
  4. Create and Develop Leaders
  5. Focus on Employee Satisfaction
  6. Build Individual Accountability
  7. Align Behaviors with Goals and Values
  8. Communicate at all Levels
  9. Recognize and Reward Success

HARDWIRE:

The process by which an organization, department, team or individual integrates a behavior or action into the daily operations to ensure it becomes a habit and is done.

FIRE STARTER:

A person willing to model innovative behavior; one who will take responsibility and commit to helping change the organization’s culture. In Quint’s book, Hardwiring Excellence, page 19, it explains that in earliest civilizations, Fire Starters were people who kept the flame alive.

KEY WORDS AT KEY TIMES:

Key words at key times are consistent pre‐determined messaged delivered at certain times in our care delivery to “connect the dots” and help patients, families, and visitors better understand what we are doing. They align our words with our actions to give a consistent experience and message.

 

CONNECTING THE DOTS:

To use key words to link actions to the goals and values of the organization and help others understand what you are doing and why. This can be done throughout all activities, i.e. awards, announcements, thank yous, staff meetings, new policies, etc.

 

D-E-S-K:

A suggested performance conversation approach to give feedback to a low performer with the goal to improve and change behavior.

  • D: Describe
  • E: Evaluate
  • S: Show you
  • K: Know Consequences

 

EVIDENCE-BASED LEADERSHIP℠ (EBL):

A spinoff of evidence‐based medicine, EBL is a strategy centered on using the current “best practices” in leadership – practices that are proven to result in the best possible outcomes. The “evidence,” in this context, is the data collected from studies that aim to determine what people really want and need from their leaders.

COMMUNICATION BOARD:

A message board organized and aligned by Pillars and placed strategically in an organization or department to communicate consistent messages and key information to the staff and physicians. Most organizations use the Five Pillars: Service, People, Quality, Financial, and Growth to organize and communicate the information.

AIDET®: FIVE FUNDAMENTALS OF SERVICE:

These are five behaviors to use in patient and family encounters to anticipate, meet, and exceed the expectations of the customer and reduce the anxiety of the patient.

  • Acknowledge: Acknowledge the patient by name. Make eye contact, smile, and acknowledge everyone in the room (patient and families).
  • Introduce: Introduce yourself, your skill set, your professional certification, and experience.
  • Duration: Give an accurate time expectation for tests, physician arrival, and identify/communicate next steps. When this is not possible, give a time in which you will update patient on progress.
  • Explanation: Explain step by step what will happen, answer questions, and leave a way to contact you, such as a nurse call button or phone number. Use language a patient can understand.
  • Thank You: Thank the patient. You may thank them for choosing your hospital, and for their communication and cooperation. Thank the family for assistance and being there to support the patient.

HARVEST WINS:

The action of taking positive information learned and sharing it with others. This action will not only help people feel they have purpose, do worthwhile work and make a difference, but also allow others to learn from others success — Behavior that is rewarded and recognized will be repeated.

 

HEALTHCARE FLYWHEEL®:

A teaching tool/diagram that illustrates the power that Purpose, Passion, To‐Do’s and Results has in creating momentum in an organization. Studer Group developed the Healthcare Flywheel to help organizations understand the journey in creating great places for employees to work, physicians to practice, and patients to receive care.

 

HOURLY ROUNDING®:

Hourly Rounding® is a tactic that not only improves nursing and patient care excellence, but also reduces patient falls, the use of call lights and skin breakdowns.

 

LINKAGE GRID:

Action items for the team to complete after training to make sure learning is incorporated over 90 days following the training session.

 

PILLARS:

A foundation and framework used to set organizational goals and the evaluation process. Once the goals for each pillar are set for the organization as a whole, they are cascaded throughout, from the division level to department or unit level, to individual leader. Most organizations use the Five Pillars: Service, People, Quality, Financial, and Growth. These can be customized to fit specific language or organizational terms, or other pillars can be added, such as Community. Studer Group has Six Pillars – and includes Community. These pillars then lay the framework for consistent evaluations, communications, and work planning.

 

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