Transcript May 11
On the CUSP: STOP BSI Physician Engagement Learning Objectives • To relate what is meant by physician engagement • To discuss strategies at management and staff levels to enhance physician engagement Your Feedback is Important http://www.surveymonkey.com/s/3LT2DH6 4 What do we mean by Engagement? • Engagement: “To involve one-self or become occupied; to participate fully and deeply” • Active support of the project Where does engagement fit? • Work involves technical problems – Evidence – Measurement • Adaptive problems – – – – Engagement of nurses, physicians, leaders, IPs Competing priorities How to overcome barriers How to ameliorate safety and teamwork climate Stages of Engagement Aversion Apathy Engaged Engage Physician’s Intellect • Show them the evidence • Show them your hospital’s CLABSI rates • Show them what others have achieved • Show them you can do the same! Engage by Creating Trust • Caring – Keep patients as your “north star”, your focus – Preventable harm is not acceptable – Tell your own Josie story • Competent – Learn from mistakes and implement teamwork tools (CUSP – Demonstrate early successes/ project results Physician Engagement Strategies • Management level – Identify physician champion for project • Unit director, chief medical officer or senior physician • Someone other physicians look up to – Reward physician champions for their efforts • Obtain support from hospital for this person’s time • Feature in newsletters • Provide opportunities to present to senior leaders Physician Engagement Strategies • For Management, cont’d. – Create a Compact (an Agreement) • Clearly define what is expected of physicians • Review performance regularly Example: Physician Champion Compact • Hospital will provide support for percent of physicians’ time • In return, physician will do the following: – Monitor and improve quality • • • • Implement CUSP and CLABSI toolkit Hold regular meetings with team Involve other members of Medical staff in quality Report CLABSI rates and learning from defects results to senior leaders and board Example: Physician Champion Compact • Further, physician will do the following: – Work with hospital to clarify what will be measured, who will measure it, and who will produce reports • Meet quarterly to discuss progress Physician Engagement Strategies • Staff level – Create containing vessel (environment) to have a dialogue with physicians (eliminate decoding errors) • M and M, grand rounds, quality meetings etc. – Identify and overcome barriers to engagement • Clinician, Intervention, System • Try physician engagement self-diagnostic tool (safercare.net) Physician Engagement Strategies • For Staff, cont’d. – Communicate prior to start of project • No surprises • Who, what, when, where, how – Listen to those who resist/value the dissenter – Create mechanisms to feed back results to physicians Handling Barriers to Change • Tune in to WIFM (What’s In It For Me?) – People resist loss not change – Try to surface and mitigate real AND perceived loss • Physician’s time is likely a major concern – Perceived losses often much greater than real – Perceived loss high when communication is low Manage Communication • At each step or meeting clarify – Message – Who needs to know – Make time for feedback • Assume that all staff have patient as their “North Star” • Remind staff they are participating in something greater – “Ohana” Action Plan • Cultivate a physician champion for this project • Create compact for this role • Create containing vessel for communication • Develop communication plan for CUSP/BSI education • Listen to physicians to surface and mitigate loss Please give us your feedback http://www.surveymonkey.com/s/3LT2DH6 19