Many of us in the healthcare sector have had our shares of hectic schedules. How many coffee breaks and lunches have we skipped just to get all our work done for the day? We have stopped counting. Most times we feel we are robbed of precious hours that we could have spent somewhere with our families or just for “me” time. Organizational stress usually happens due to overload brought about by change.
Resisting change is one thing, but dealing with people who resist change is another. It is such a daunting task. Who can get people to change their minds and hearts into accepting and supporting something new?
Enforcing change as part of process improvement is one thing, and getting people to change the way they think and act to embrace the change is another. The latter is such a humongous to an almost impossible task for the senior management. Getting employee buy-in becomes like chasing the end of a rainbow.
Teams in the healthcare setting are the foundations of an efficient delivery healthcare system. They are the building blocks of every success story of patient outcomes. Without teamwork, there would be no collective accomplishment in healthcare.
Maintaining centralized document management in healthcare is a necessity if you want to get through an audit. A manager who is unable to locate a relevant document can be viewed as incompetent and disorganized by surveyors during the accreditation process. Do you ever contemplate how to improve your organization’s document management system?
Healthcare moonshots were put in place to achieve the near impossibility feats that have been man’s clamor for decades. There are various healthcare moonshot goals that drew from some of the project successes of Apollo 11. What will be the fuel to drive these rockets in your organizations?
In the management of an organization, managers often fall into the temptation of relying on what they see to assess an employee’s performance. Come the time for their performance appraisal, that employee is given an excellent rating and high ranking even if they do mediocre work. This is a big mistake.
Management in healthcare is like learning to sail. If a leader is oblivious to the changing tide, wind direction, and upcoming weather disturbances, they risk getting lost in the sea. What do leaders need to have to successfully sail the winds of change?
Have you ever received or completed a performance evaluation that had no meaning or input regarding how you or your employee was actually performing? In the last ten years, organizational functions that are responsible for performance management and employee evaluations have taken a step back and re-evaluated their approaches to this process.
Meaningful challenges that trigger epinephrine, dopamine and the right amount of cortisol can provide motivation, energy, and connection which allow employees to excel and be more productive. This is especially true if the challenges are tied to the employees' values and interests.
Are you a charge nurse? A Recruitment Manager? A laboratory head? Or do you know someone who is?
These are the leaders who are in the middle management. They are not CEO’s and directors. They are not staff either. But they stand somewhere in between these extreme levels in the hierarchy. While it’s true that being in the position carries with itself some prestige, honor and a pay grade higher than those of the staff, lives of middle managers aren’t at all that easy.
When there is talk about hierarchy in the healthcare setting, it is more than just the structure of an organization. Hierarchy is often highly associated with ego, power, status and even money. A lot of health care workers complain about a one-sided flow of communication, with a focus on following orders and protocols, and less on finding solutions as a team
When you think of the word health care, what comes to mind? I bet that there will be myriad answers. Why? Because the health care as an industry is expansive. Health care has always been a complex inter-weaving of providers, patients, consumers, regulations, and job-related functions from organizational shareholders within a company to employees completing direct task related job responsibilities.
Why be concerned about disengaged employees? For starters, they make up a surprisingly large percentage of the workforce. At any given time, about 25% of workers say they are ready to abandon ship as soon as they find a better place to go.
Whether you view them as a melting pot or a smorgasbord, your workforce, your competition, and your customer base are all becoming more diverse by the minute. How do you cook up a team and a kind of service that will appeal to everyone at the table and still be ahead in the race towards becoming a high-reliability organization?
It is the web that holds everything in an organization together. Sending and receiving meaningful messages is integral to an organization as air is vital to human survival. It is the bottom line of all systems, processes, and workflows. It is the common connection that keeps people working together. Here's a symptom checker for your internal communication system to see where your organization stands.
There cannot be positive change unless a group of dedicated people act accordingly and work strongly towards a single vision. If we are to make one thing as a common denominator that would highly benefit transformation efforts, I would have to say look into the advantages of collaboration tools. What qualities should you be looking for in a collaboration tool?
The power of employee recognition in achieving organizational excellence is universally recognized in many types of organizations. Recognition drives productivity and reinforces and rewards positive behaviors and outcomes. The primary purpose of employee recognition is to foster engagement and to see tasks and accomplishments that garnered credit repeatedly done over time. It creates a clear picture of the right culture that leads to the attainment of goals. Having recognition programs is not enough. There are ways on how to properly recognize employees.
Working in the healthcare industry is a big challenge. But what makes having a job in this industry extra special? The dynamism and hypercomplexity of healthcare organizations are major factors. Know about the qualities needed to become a high-reliability organization amidst these challenges.
Most of us in the workforce have been in a situation where bullying has taken place. We either stood as a witness, as a confidante or have been the victim ourselves. Bullying is very much apparent in the workplace with a whopping national prevalence of 72% of the workers being in the know-how that bullying happens. The wreckage it brings doesn’t end in the workplace. The target, physically and psychologically tormented, brings his ordeal home with him.
As adults, we may have marveled at how young children fight each other one minute and then become the best of friends the next as if nothing ever happened. In our relationships at home and at work, we wonder if we can take forgiveness in this simplest form like children do, and carry on with our tasks with the same unwavering enthusiasm as we have before the conflict. Is there a place for forgiveness at work?
Employee engagement is a much-celebrated word in HR today. Many studies attest to its power to transform an organization and achieve goals. At the other end of the workforce pole, is disengagement. What are the causes and effects of disengagement? Are healthcare organizations prepared to pay the hefty price of failing to engage employees?
The healthcare industry abounds with stories of medical errors brought about by nightmarish communication. Health providers are hoping for significant improvements in this aspect of their organization. What can be done to realize communication goals?
The Theranos saga is a story of an organization that went through a period of unprecedented success for more than ten years only to experience a very sharp decline in less than a year. The sudden turn of events led to the closure of most of its firms. While the internet feasted on its intriguing story, many organizations looked into why the downfall happened and extracted valuable lessons that could help prevent similar incidences in the future.
Just this year, the story of Theranos, the diagnostic tech giant’s saga has been in the headlines of major outlets. It also became viral news on the internet. For those of you who have been too busy to notice, here’s a short account of how this company made it to the top stories of this year.
The healthcare delivery system must have a more strategic communication system designed to give immediate feedback. In most organizations, efforts are already in place or are underway to improve communication and collaboration through the use of the latest technology available. But the question is, are they specifically meeting nurses’ needs?
As a leader in healthcare transformation for many years, I often wonder why the healthcare industry lags behind the aviation industry or the car manufacturing companies when it comes to strategies to becoming high-reliability organizations. These industries’ drive to perfection and peak efficiency while maintaining safety is recognized worldwide by all other industries. They do it so well, it makes me think what prevents us from becoming so, and what processes do we need to be like them.
The importance of collaboration in healthcare has been the findings of numerous researches done on organizational excellence. Traditionally, members of a team tasked to render care to a particular client convene face to face, or exchange emails to collaborate. Nowadays, with the advent of new technology and innovation, collaboration can become more time and process efficient through the use of collaboration software, giving your organization a competitive advantage.
What is it like to be a whistleblower in healthcare? What kind of ordeal do they undergo? What would their life be like? What do they get in return?
Whistleblowing is “an attempt by a member or former member of an organization to issue a warning to the public about a serious wrongdoing or danger created or concealed by the organization” (Ahern & McDonald, 2002; Bolsin, Faunce, & Oakley, 2005; Davis & Konishi, 2007) (source)