Literature DB >> 28319978

Patient Experience: The New Heart of Healthcare Leadership.

Jason A Wolf1.   

Abstract

In a healthcare world in which consumerism is no longer a question and value has claimed its place at center stage, leaders are called to think differently about how they operate and manage their organizations. Priorities are curving in new directions with shifts in policy, direction of dollars, and evolution of practice. At the center of this transition is an opportunity for healthcare leaders to recognize that patient experience is the new heart of healthcare leadership.To address quality, safety, service, cost, and population health outcomes, leaders must rethink how they understand and engage in experience efforts overall. An intentional and clear strategic line of sight and purpose are required, including how patient experience is defined, the core concepts it comprises and is influenced by, and the outcomes it ultimately helps achieve. The challenge for leaders is to reconceive how this maximum potential can be achieved as compared with how experience has been traditionally managed through tactical efforts.Quick lists of effective tactics are relatively easy to come by, and leaders are already aware of many, if not most, of them. So why do so many organizations applying these tactics today struggle to maintain the results they seek? The reason is that tactics are only as useful as the framework in which they are applied and as robust as the foundation on which they are implemented. The intent of this article is to stir a dialogue on how to reframe the issue of patient experience.In reframing a collective view about what patient experience is, the way leaders choose to address it must change. This adjustment requires balancing the work of defining patient experience with the strategic intent behind what organizations ultimately aim to achieve. In changing the conversation on patient experience, we move it from an idea that lurks at the edges of healthcare, or that stands as just one of many strategic pillars, to the central call to action for healthcare leaders.

Entities:  

Mesh:

Year:  2017        PMID: 28319978     DOI: 10.1097/HAP.0000000000000002

Source DB:  PubMed          Journal:  Front Health Serv Manage        ISSN: 0748-8157


  4 in total

1.  Content and Actionability of Recommendations to Providers After Shadow Coaching.

Authors:  Denise D Quigley; Nabeel Qureshi; Alina Palimaru; Chau Pham; Ron D Hays
Journal:  Qual Manag Health Care       Date:  2022-02-14       Impact factor: 1.147

2.  Enrollee Experience with Providers in the Arkansas Medicaid Expansion Program.

Authors:  Mary Bollinger; Jeff Pyne; Anthony Goudie; Xiaotong Han; Teresa J Hudson; Joseph W Thompson
Journal:  J Gen Intern Med       Date:  2021-02-02       Impact factor: 6.473

3.  A Sense of Coherence Approach to Improving Patient Experience Using Information Infrastructure Modeling: Design Science Research.

Authors:  Patricia A H Williams; Brendan Lovelock; Javier Antonio Cabarrus
Journal:  JMIR Form Res       Date:  2022-04-12

4.  The Story as a Quality Instrument: Developing an Instrument for Quality Improvement Based on Narratives of Older Adults Receiving Long-Term Care.

Authors:  Aukelien Scheffelaar; Meriam Janssen; Katrien Luijkx
Journal:  Int J Environ Res Public Health       Date:  2021-03-09       Impact factor: 3.390

  4 in total

北京卡尤迪生物科技股份有限公司 © 2022-2023.