Transcript AIDET and Keywords

Journey to EXCEL-lence
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EXCEL-lence
Brilliance
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Journey to EXCEL-lence
 Key Words and Key Times / AIDET®
 How to coach for results
 Rounding for Outcomes
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Key Words at Key Times –
AIDET®
Slide 4
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Key Words at Key Times
Links: Words + Behaviors @ Key Times
Ensures the patient / customer interpretation isn’t
left up to chance
Positively impacts outcomes
Defined by:
What does our patient / customer want to know?
What do we need our patient / customer to know?
How can we communicate that consistently,
always?
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Never Words
 Hopefully
 Usually
 Probably
 Try
 Pretty Quick / A few minutes/ ASAP / As soon as
we can
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Five Objectives in Communication
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Advantages of AIDET®
Decrease anxiety with increased compliance
Decreased
Anxiety
+
Increased
Compliance
Slide 8
=
Improved
outcomes and
increased patient
physician and
employee
satisfaction
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A
Acknowledge
In person, with your body:
 Smile!
 Make eye contact
 Acknowledge everyone in the
room
“Good morning Mr.
Warner…”
 Use open body language
 10/5 Rule:
Slide 9
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I
First Generation
Name
Department
Next Generation
Self, Skill Set,
Experience and
Certification
Co-workers
Other Departments
Physicians
Introduce
“Hello Mr.Warner. My name is Jackie
and I am Dr. Smith’s medical
assistant….”
“Hello Mr.Warner. I’m Jackie, and I
am Dr. Smith’s medical assistant. I
have worked with Dr. Smith for 5
years and he is a very sought after
internist! He is one of our best
providers in dealing with your
condition…”
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Advantages of Managing Up
SELF
COWORKERS
 Reduces patient
anxiety
 Improves
compliance
 Improves clinical
outcomes
 Increases patient
perception of care
 Reduces
complaints
 Patient feels better
about their next
care giver
 The patient feels
more at ease with
the handoff, thus
their coordination
of care
 Coworker has a
head start in
winning confidence
 Reduces
Complaints
Slide 11
OTHER
DEPARTMENTS
AND PROVIDERS
 Reinforces
coordination of
care and teamwork
 Positions other
department well so
they don’t have to
win the patient
over
 Decreases patient
anxiety and
concern
 Reduces
complaints
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D
Duration
 How long will the wait for
____be?
 How long will the patient
need to wait before they
can return to work…?
 When should
patient/customer expect
results or a returned phone
call?
 When should the patient
schedule their next
appointment?
Slide 12
Rounding in Reception “It may
be 15 minutes before we call
you to back to see Dr. Smith. I
will update you if it is later than
that….”
“ Your test results will be posted
on your personal patient
website in 3 days. Someone
from my office or I will also call
you when we review the
results?”
“ I would like to see you back
for a f/u in 6 months.”
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E
Explanation
 Why are we doing this?
 What will happen and
what should you expect? “Let me explain some more
about the MRI I ordered….”
 What questions do you
have?
(Explain the why for ordering
 USE
UNDERSTANDABLE
LANGUAGE
Slide 13
the test, what will happen and
what patient should expect,
including understanding of side
effects, and answer any
questions.)
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T
Thank you
 Show appreciation
“Thank you for choosing
us ….Thank you for
 Thank patients for trusting us waiting … Thank you for
with their care
coming in today…What
other questions do you
have?”
 Provides a positive closing
Slide 14
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Engagement
 Active listening
 Non-multi tasking
 Eye contact
 Tone and speed of voice
 Appropriate / therapeutic touch
 Appropriate use of humor / emotion
 Physical position
 Energy mirrors need
Slide 15
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Tips for knowing when and how to use
AIDET®:
 Every Interaction, emphasizing and repeating
parts as necessary
 Defines the five objectives to be met in context of
your interaction with others.
 Not Order-Specific
 Works in All Departments and Disciplines - Not
just a CLINICAL communication tool
 Patient Communication (White) Boards:
 Standards of Behavior
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Coaching for Improvement
Slide 17
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Leadership in Healthcare
Being a leader in
healthcare today is
like continuously
walking up a down
escalator.
If one stands still
they go backwards.
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Why Do We Need to Coach?
 Clarity about the purpose and the goals
 Guidance with best practices along the way
 Assure consistency and standard practice
 Empower employees and promote accountability
 An effective coach will get employees to go
outside of their comfort zone- promote change
and work with staff to embrace the change.
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Phases of Competency and Change
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Execution Triangle
Accountability
Consistency
Reliability
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Coaching
It’s not about pulling the weeds…
It’s about
fertilizing the
Garden…
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Leader Must Haves when coaching employees
 Inspires employees to reach their highest potential
 Encouraging, Challenging, Modeling- leads by example
 Frequent and Consistent (knows what you are doing and
provides regular feedback)
 Knows their employees and the culture of their
department/organization
 Tells you why you are doing something and takes time to
explain how
 Allows you to learn from your mistakes
 Listens without being judgmental and sets aside personal
biases
 Provides feedback – positive and negative, in a constructive
manner
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Building Competency Model
observe
Training
recognize
reinforce
trust
Validate
response
commit
Slide 24
coach
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observe
reinforce
• Observe
 Leader assesses the employee’s skill (after a practice
period) by witnessing it firsthand and documenting findings
on a standardized competency assessment form.
• Reinforce
 Real-time feedback is provided by the leader to the
employee immediately following the observation and starts
with the most positive elements of performance. What gets
recognized gets repeated.
Slide 25
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 Response from employee
response
 What do you think you did well?
 Was there anything you felt you could have done better?
 Coach
 Choose 1 or 2 opportunities for improvement
coach
 Give clear examples of “what right looks like”
 Direct them to additional resources on the Studer website
(i.e. Learning Lab, webinars, etc.).
 Commit
commit
 Summarize WINS
 Ask employee to commit to improvements
 Set a time expectation for improvement
Slide 26
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validate
recognize
 Validate
 Reassess the employee’s performance for
improvements in the agreed-upon development
area at the agreed-upon deadline (data and
observation)
 Recognize
 Manage up progress
 Use specific examples of how they improved
 You may establish a certificate of achievement
program for those who achieve full competency
Slide 27
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How to give feedback
 Teach to the test – this isn’t about “gotcha”
 Have a plan/tool/form to outline the process and behaviors
being evaluated
 Be prepared to provide feedback on every step of the process
and every behavior
 Summarize with what is the one thing to focus on for
improvement
 Ensure your feedback is aligned with the performance of the
person being observed- A work vs. C work
 Improve your observation assessment skills with practice,
practice, practice
 Don’t be too general
Slide 28
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What about Resistance?
 Resistance may occur- continue to reinforce the
why and connect to the mission.
 Built on the level of Trust in the Department
–Trust is enhanced by employee rounding
–Go back to the WHY
Slide 29
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Barriers to effective coaching in the workplace
–Time
–It will make staff feel uncomfortable
–It will make the leader feel uncomfortable
–It will make them think we don’t trust them
–The leader thinks the staff already do the skill
well enough
–Patients report in rounds the staff are “doing it” –
are we asking the right questions?
–Coaching behaviors is personal and subjective
Slide 30
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Setting the stage for a safe
environment
 Clearly communicate the why of observation and
validation before you formally observe staff performance
 Share the standardized competency assessment form
you will use during the observation to help them prepare
 Explain the benefit of building competency to the
employee and your commitment to their development
 Let staff observe you first
 Create a skills lab
Slide 31
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On-going AIDET® Validation
 During employee rounding, talk with the staff about AIDET®- “when you used
AIDET® this week, what was the impact on the patient? Or How did the patient
respond when you used AIDET®?”
 Patient Rounding, ”Are staff introducing themselves? Are they providing good
explanations and answers to your questions?”
 HCAHPS Results and patient comments
 Direct observations
 Post visit calls
 During your monthly meeting with your one up- give report on number validations
complete and what you are hearing and seeing as a result of AIDET® being used.
HCAHPS DOMAINS
A
I
D
E
Nursing Communication



Doctor Communication



T

Responsiveness of Staff

Pain Management
Communication of Medications


Discharge Information
Cleanliness and Quietness of
Hospital Environment



Slide 32
32
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AIDET Accountability and Validation Cycle
Regular teaching, coaching and validation is key to hardwiring AIDET
General
Orientation
Consistency
Dept
Orientation
Accountability
Individual
Coaching
Validation
Slide 33
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Human Responsibility
When you know you
have a solution to a
problem that is causing
pain for someone –
you have a human
responsibility to act,
and to do so with all
urgency.
~ Quint Studer
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High Middle Low or EAL Conversations
Aligning Behavior with Outcomes
EAL Conversations
Where do EAL Conversations fit?
• Pillar Goals are established and department goals are
outlined in LEM
• Behavior Standards are in place
• Rounding is hardwired to assure that everyone has
tools and equipment to take care of patients
• Critical Conversations and Coffee Cup Conversations
help leaders have conversations in real time regarding
goals and behaviors
• EAL Conversations are structured coaching and
performance conversations that are based on patterns
of behavior
Why EAL Conversations
Re-recruit/Retain
excelling performers
Support Retention
Coach achieving
performers
Build Relationships
Clarify Expectations
Manage lagging
performers; up or out
Positive
Outcomes
EAL Conversations - How
•
•
•
•
Conducted annually
Training held for leaders
Cascades from the top
Tools and resources provides at the time
of roll out
Questions - Comments
Thank you!
• Tools and Resources
– OU Medicine Excel Website
– Excel Tools 2014 – OUMC Intranet
– Studer Group Website