Where Its Not About Satisfaction

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Where Its Not About Satisfaction
or Service
Fred Lee
2
Table of Contents
If Disney ran your hospital you would

• Redefine Your Competition and Focus on What Cant
  be Measured
  
• Make Courtesy More Important Than Efficiency
• Regard Patient Satisfaction as Fools Gold
• Measure to Improve, not to Impress
• Decentralize the Authority to Say yes
• Change the Concept of Work from Service to
  Theater
  
• Harness the Motivating Power of Imagination
• Create a Climate of Dissatisfaction
• Cease Using Competitive Rewards to Motivate
  People
  
• Close the Gap Between Knowing and Doing

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1.Redefine the Competition and Focus on What
Cant Be Measured
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On Measurement
Not all that can be counted, counts. And not
all that counts can be counted.
-- Albert Einstein The most important figures
one needs for management are unknown and
unknowable(invisible also used)What is the
value, for instance, of the multiplying effect
of a happy customer and the opposite effect from
an unhappy customer(or the) Loss from inhibitors
to pride of workmanship? -- W. Edwards Deming, O
ut of the Crisis, p. 122
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Measurement
Outcomes
Perceptions
Satisfaction Loyalty
Clinical Financial
6
Economic Impact of PI
Talent
Perceptions
Coaching individuals
Profit Improves
PERFORMANCE IMPROVES
Facilitating teams
Outcomes
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3.Consider Patient Satisfaction Fools Gold
Wilderness Lodge
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Research on satisfaction shows
On a scale of 1 to 5, people who mark a 4 are six
times more likely to defect to the competition
than those who mark a 5.
Harvard Business Review, Nov-Dec, 1995
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Why is it so hard to raise our scores?
2 1 0 -1 -2 -3
Meeting expectations 0
4
Satisfied 0
Satisfied patients have no story to tell
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Patient satisfaction is a fools gold.
Its the same as zero! Neither good nor bad. A
nd appears to have no correlation with financial
performance. Why?
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Only the percentage of promoters correlates with
financial performance.

• Because promoters build market share, but
• Being merely satisfied does not produce a
  promoter, and
  
• We bury promoters in survey data by averaging
  them with non promoters

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The Fallacy of 90 Satisfaction
Hospital B
Hospital A
90
90
5
5
Very Satisfied Satisfied
4
4
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The Fallacy of 90 Satisfaction
Hospital B
Hospital A
90
90
Promoters
5
5
Excellent Good
4
4
Passively Satisfied
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Correlation of Patient Loyalty withEarnings per
Adjusted Patient Day
Based on 200 hospitals, Gallup Organization
100
58
Top quartile in Pt. loyalty
0
Bottom quartile in Pt. loyalty
55
100
82 Higher earnings in top quartile v. bottom
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Correlation of Patient Loyalty withEarnings per
Adjusted Admission
300
265
Top quartile in Pt. loyalty
0
Bottom quartile in Pt. loyalty
254
300
79 Higher earnings in top quartile v. bottom
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Measuring Loyalty
Most businesses measure loyalty
By repeat business. Hospitals can only measure
loyalty By word of mouththose who tell their sto
ries and sing our praises.
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Singing our praises
Caring, Cared, Cares 32 Kind, kindness 24 Com
passionate 15 Help, helpfulness 15 Comfort,
comforting 13 Friendly 8 Professional 9
Attention, attentive 7 Concerned 6 Listens
4 Loving 3 Sweet 3 Respect 3 Quick
3 Polite 3 Patient 3
Committed Warm Upbeat Generous Softness Ple
asant Supportive Cheerful Informative Compet
ent Efficient Proficient Prompt Hardworking C
ourteous
Understanding 2 Thoughtful 2 Knowledgeable
2 Smiling 2 Bedside manner 2 Empathy 2
Tender 1 Takes time 1 Sensitive Reassuri
ng Selfless Gentle Nice Conscientious
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The Three Levels of Care
Patient Evaluation
Staff Motivation
Staff Performance
Very Satisfied
Inspire
5
Compassion
Require
4
Courtesy
Satisfied
Hire
3
Competence
1 2
Fire
Judy
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Three enemies of caring
This is about
Enemy is not..
Enemy Is
Compassion
Indifference
Judging
What I Feel
Courtesy
Rudeness
Avoidance
What I Say
Incompetence
Carelessness
Competence
What I Do
CHOICE?
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6.Change the Concept of Work from Service to
Theater
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Disney is not a service and neither are we.
Experiences
The progression of economic value
Stage
Services
Deliver
Goods
O V E R T I M E Since 1900
Make
Commodities
Extract
Joe Pine, The Experience Economy
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Focus on the patients experience, not our
service
Companies stage an experience whenever they
engage customers, connecting with them in a
personal, memorable way.
They actually occur with any individual who has
been engaged on an emotional, physical,
intellectual, or even spiritual level. The
result? No two people can have the same
experience period. B. Joseph Pine II, The Ex
perience Economy
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At the Wilderness Lodge

Think Disney experience, not just department or
hotel service.
Think patient experience, not just department or
hospital service.
Or
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Theater changes the service paradigm
From patient satisfaction to a promoter wi
th a story to tell From just being courteous
to engaging the guest (story catcher)
From our service excellence to their mem
orable experience or healing experience by ca
ring
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Theater changes the service paradigm
From hiring for the skills to do a job
to casting for the talent to play a role
in the guest experience From teaching body lan
guage to teaching acting principles (b
eing real through imagination)
From a team that competes for a prize to
an ensemble that performs for the joy of a sh
ared experience and the applause of an audien
ce.
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Baldridge CriteriaCategory Patient Satisfaction
APPROACH How will we talk about going from good
to great in patient perceptions that is inspiring
and motivating for our staff? DEPLOYMENT Who
will lead out, and how will we generate
commitment throughout the organization at every
level? RESULTS How will we get, track, and use
feedback?
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Baldridge CriteriaCategory Patient Satisfaction
APPROACH How will we talk about going from good
to great in patient perceptions that is inspiring
and motivating for our staff? DEPLOYMENT Who
will lead out, and how will we generate
commitment throughout the organization at every
level? RESULTS How will we get, track, and use
feedback?
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Baldridge CriteriaCategory Patient Satisfaction
APPROACH Going from good to great by using the
experience approach rather than a service
approach. Service vs. Experience Efficienc
y vs. Courtesy Courtesy vs. Compassion
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Baldridge CriteriaCategory Patient Satisfaction
DEPLOYMENT Involving everyone. From
Committees to Departmental ownership Educator
s training to Managers coaching
Hardwiring service to Inspiring compassion
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Baldridge CriteriaCategory Patient Satisfaction
RESULTS Feedback that motivates.
Satisfaction vs. Loyalty Courtesy vs. Comp
assion
Quantitative vs. Qualitative
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What is the value of a committed ensemble of care
givers who have become compassionately engaged in
the patients experience?