20 Aug Dr. Maples’ ‘Communication in Healthcare’ Curriculum Featured In Becker’s Hospital Review
IHE executive director and CXO Maples’ ‘Communication in Healthcare’ Curriculum outlines successful patient experience strategy
Patient satisfaction has become the hottest phrase, and topic, in healthcare. Used as a key determinant of the quality of care, it is an important component of the pay-for-performance formula that calculates Medicare reimbursement under the Value-Based Purchasing program administered be The Centers for Medicare and Medicaid Services (CMS). Of course, patient satisfaction is quantified in patient surveys administered by healthcare research experts such as PRC.
In their rush to make sure they are doing everything in their power to ensure the best care and highest scores, hospitals and health systems often overlook the most impactful component of a successful patient experience strategy: communication. Effective patient experience strategies start and end with communication.
“Communication is the glue in any relationship,” noted Dr. William Maples, Executive Director and Chief Experience Officer of The Institute for Healthcare Excellence. “Relationship-centered healthcare is essential for excellent service, unfailing safety and exceptional outcomes. And we, as a medical community, haven’t devoted enough resources to it.”
An article published in Becker’s Hospital Review about Communication in Healthcare summarized the five key takeaways from Dr. Maples’ extensive 14-year study and also explained how healthcare practitioners can apply that research.
“If healthcare personnel learn to truly listen, pay attention, gather and prioritize accurate data, and connect with the patient, the patient’s experience can only improve,” Maples emphasized.
Studies have shown that half of all preventable medical staff errors are due to poor communication between staff. Of all the types of communication patients have with staff, the interactions and relationship that patients have with their physician compose the biggest single factor in creating successful outcomes.
If overall communication is improved, time with patients is used more effectively, finances are allocated more appropriately and the likelihood of improving patient experience is significantly increased.
“The return on investment from improving quality has been estimated in the range of 5 to 1,” Maples said. “With physicians and caregivers working on the true key driver of patient experience, there is no difficulty justifying the connection to rewards.”