From conversations about surveying, data, engaging staff, talking with doctors, dealing with senior leaders, no subject about helping patients understand and navigate their relationship with healthcare is off-limits.
Joe lives by the motto, Always Serious, Never Somber. He thinks that because the work is hard, the journey is long, and the stakes are high, one must embrace the joy or lose the fire necessary to fuel the passion.
He will acknowledge that he is easily distracted if asked about music, his dogs or the Chicago Cubs.
While we judge our patients for their misconceptions, we should spare a moment to evaluate our own misconceptions.
Your desire to use patient comments to motivate and inspire starts with picking the right ones.
Reviewing physician comments through patient eyes.
People often put more stock in patient comments than survey data, but often in the wrong ways.
If you don’t target specific messages in your praise and critique, don’t assume that your team is picking up on the nuance.
Everyone knows that attention is currency, but often people forget that the kind of attention is important.
The key to effective communication is not empathy, but compassion.
If you want better communication with your patients, you need to be the change you want.
Connecting patient and employee data contain logical issues the strain the ability to find simple connections.
The crossroads between patient and employee satisfaction is a very rocky.
If transactional relationships are ruining healthcare, then transactional surveying ain’t gonna help.
Setting goals against benchmarks is important. Choosing what sort of benchmark is important, but often not fully considered.
How a change in how we approach enemies, friends and lovers has made healthcare less helpful for patients and satisfying for clinicians.
Not understanding the omnipresence of statistical error can lead to troubling consequences.
On on-going series exploring the intersection of statistics and common understanding to highlight gaps in assumptions and understanding.
Attempts to create hard measures for soft feelings confuse respondents and deceive themselves.
Tips on how to train staff on PX without falling into the same old zero-sum traps.
Three things that may not seem to challenge the attention that service demands in an organization, but absolutely do.
NPS is a popular way to report data and too often it confuses more than it enlightens.
Leaders need to understand our patient experience vision if they can support our staff to deliver it.
Succeeding with service requires a slightly different mindset than succeeding with clinical quality or other elements in hospital operations.
A list of valuable things to have at the ready, when you embark on any data exploration.
How to be successful in personal or professional behavior-change in the new year, or whenever you decide to make a change.
Creating innovative elements in healthcare demand more tenacity than inspiration.
Should we care what a patient’s gender, age, or race is? Well, it’s complicated…
Why healthcare needs to listen, not for the patients, but for themselves.
Why Risk and PX mix like oil and water and what we can do about it.
Making people work too hard for something makes a benefit an annoyance.
Managing those who can do the work, but don’t do the work is a special challenge.
To get people to do what you need them to do, you need to understand why they are not doing what you need them to do.
More on creating value-adds to data presentations to illuminate and motivate.
Why most dashboards don’t do what you want them to do or get the action you expect.
Living in a world where all experiences are equal, but some are more equal than others.
Motivating staff means understanding how they may view the work versus how you may view the work.
A brief explanation of the title, for those who do not mind the gilding of the lily.
An incomplete but running glossary of abbreviations, words and phrases that I will add to or edit as things present themselves.
PX Matters with Joseph Snipp 