Becker's ASC Review

16 ASC Management "Avoidance is not a winning tactic," he adds. "It's vital to communicate fully and transparently, weaving the organization's strongest message into the narrative." 2. Don't communicate in "drips." This is a crucial mistake that ASCs make. According to Mr. Boghosian, many facilities tend to communicate in a series of "drips," where they say just what they need to say at the moment, only to have to explain more a few days later when the story grows. "This approach never works," he says. "It's crucial to tell a full, honest story at the start and press the 'reset' button, allowing an organization to transi- tion the crisis into the past tense." 3. Avoid the temptation to be silent. Silence keeps the negative story alive, says Ms. Kirkham. It's important to reach out to concerned stake- holders to address their concerns, particularly to ASC staff members and physicians. They need to hear from the administration directly and know they are handling the situation ap- propriately. 4. Apologize publicly. Expressing emotion and acknowledging the crisis is an important step in the process of winning back the public's trust. This is especially true if the crisis involves an er- ror that resulted in patient harm, such as a data breach, a quality issue or even a patient death. "Remember to be human. Express emotion, apologize or accept responsibility as appropriate, and describe what will be done to prevent similar events in the future," Ms. Kirkham says. 5. Engage outside support. Providers at ASCs are in a unique position to help the facility engage outside support after a disaster has occurred, says Mr. Boghosian. Healthcare providers receive re- spect and admiration in the communities they serve for the lives they saved or improved. Leverage this existing network of supporters during a crisis. "Nothing goes farther in its impact during a crisis than someone outside of an organization under siege standing up and saying publicly, 'they have my full support,'" says Mr. Boghosian. 6. Cooperate with the media. "Organizations that find themselves in the media spotlight often adopt a bunker mentality and pull back from engag- ing with media in hopes the story will just go away," says Ms. Kirkham. "Nine times out of 10, it won't. So it's important to be responsive even if you aren't able to provide all of the information being requested." Ultimately, reporters will still do their jobs, and refusing to return phone calls and running away from the camera will not discourage them from pursuing the story. Make an effort to understand information reporters are seeking but don't feel pressured to provide an answer on the spot. "It's perfectly acceptable to gather facts and get back to the reporter at a later time, being mindful of deadlines," she says. 7. Establish a staff policy for handling me- dia inquires. A media policy will help staff know how to respond and where to direct questions. "These individuals can be a strong voice for a center in crisis if you equip them with the right informa- tion," she says. "While they should never speak to media without proper authorization, it's often help- ful to provide them with talking points or Q&A re- sponses that they can use in fielding questions from concerned patients or friends and family." It is also important that staff members are trained to not discuss or speculate about the issue around patients or in public. "Also, they should never dis- cuss it on social media, even if no protected health information is disclosed," says Ms. Kirkham. 8. Include an education component when communicating with media. "Healthcare is complex by nature," says Mr. Boghosian. "Organi- zations shouldn't assume that a reporter has a solid understanding of the issues or can fill in the details." Adding an educational element to media commu- nications can help reporters understand the dif- ficulties and nuances surrounding the crisis. They then have the resources they need to put a story in context, according to Mr. Boghosian. "Without it, an organization cannot generate em- pathy for the situation it faces, and empathy is a key ingredient for a turnaround," he says. n

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