Читать книгу Using Predictive Analytics to Improve Healthcare Outcomes - Группа авторов - Страница 35

We know that organizations want to provide the highest possible quality, safety, patient experience, and financial performance, and, ultimately, that is why we do the hard (but surprisingly fun) work of predictive modeling for proactive management of these and other outcomes. However, this author must confess that the biggest satisfier of all is the level of engagement and sometimes pure delight that this work engenders in the people involved. What follows is a personal account illustrating how this work is consistently received.

A manager met me as I walked toward her unit to talk to her staff about their unit‐specific results. She had in her hand the unit‐specific report on their data, which described the state of affairs of job satisfaction. She exuberantly shared how pleased she was that she was so easily able to read her unit story and identify what aspects of the story were most important. She said they’d been calling the report their “bible of operations” because it provided a clear map for action planning. This “bible” was worn with use which informed me without words that they were entranced by their data and its application to operations. They could prioritize what needed to be addressed first, second, and so on, knowing that time and dollars would not be wasted on ill‐conceived efforts. We measured data every 15 months, and by the time we measured again, they were eager to respond and see results generated by their unit‐specific model that told their unique story. Her unit scores were among the highest in the 800‐bed urban hospital, and the response rate for her job satisfaction survey increased every year until it was consistently at 100%. Staff knew that if they responded to the survey, their voices would be heard and acted upon. They all loved to not only hear their own story, derived from the data they provided, but to collaboratively work to make the next story even better.

When is the last time you read a report that was so meaningful, relevant, and helpful that it changed forever how you do your process improvement work? The biggest reason we do this work is because we have seen the power it has to improve the lives of patients, families, and everyone charged with improving quality, safety, the patient experience, and the financial performance of the organization.

When is the last time you read a report that was so meaningful, relevant, and helpful that it changed forever how you do your process improvement work?