Change Management (3)
How to make the customer feel appreciated.
I had occasion to go to the doctor’s office recently. It was for a basic checkup, and since I am a Lean guy to my bones, I want to focus on the visit from my perspective — the customer. My appointment was for 10 a.m., and I arrived there promptly at about five minutes until 10. I signed the sign-in sheet, found a magazine and started reading. At about 10:25 (25 minutes after my appointment time), I was called back to the exam area, where the nurse told me to go in and wait. I then sat in the smaller waiting room for about 15 more minutes before the nurse came in to examine me. This was not the real exam; this was merely a preliminary exam. She took my weight and blood pressure and asked me if I had been feeling sick or otherwise had any concerns. This process of her visit with me took her about five minutes. So on the time scale, I had been in the office for 45 minutes and had human interaction for about five of those minutes.
As the nurse left, she told me to get comfortable, and the doctor would be right in. I turned on the TV in the room and was watching a cooking channel. I sat there for another 30 minutes before the doctor casually breezed in. She didn’t apologize for my wait, nor did she greet me other than to ask, “And how are you today?” The doctor then went through her normal routine of checking a few things on me that amounted to about five more minutes of interaction. She then asked me if I had any questions, and I did not, so she left the room after scribbling some notes in my folder.
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Communicate for Transitions
A few years ago, I came to the realization that I needed to improve my engagement with team members and colleagues. One of the things I decided to change was to push myself deeper into the details of the multitude of ongoing projects. I realized there was so much going on that I was having trouble providing enough attention to the details involved in each project. I was only brought in and sought after if there was a problem or a tough decision needed to be made.
As this little epiphany came into light, I realized that this was not good for me or my team members. So, I set about making it one of my priorities to work on from that point forward (in the name of my own continuous improvement).
However, it also occurred to me at the same time that a change of my level of attention could cause the organization to take a step back and feel a little nervous about what I was doing and why I was doing it. As I pondered this notion, I decided to seek out some advice. I reached out to one of my mentors and explained to him the dilemma that I was facing and asked for his counsel in how I should proceed.
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Change Management in Hospital Transitions, Part 1.
Relocating hospital operations from one facility to another is a highly complex endeavor that requires years of planning, especially when it comes to managing the change for employees and patients. This blog series addresses the serious challenges hospitals face during a hospital transition .
Without change management practices, hidden issues can plague medical facility transitions, including:
- Clinical errors
- Reduced quality of care
- Employee stress and burnout
- Job dissatisfaction and increased attrition
- Resistance to change
- Communication problems
- Role confusion
- Workflow issues (current and future)
Hospital Transition Staff can mitigate known and unforeseen problems by initiating proactive change management activities:
- Initiate change management activities two years before facility completion
- Manage employee stress levels
- Communicate early and often with employees
- Engage actively with patients, vets, and other stakeholders
- Begin redesigning hospital workflow before the physical move
- Provide awareness orientations and workflow training
- Plan and train for move day activities (“dry runs”