Becker's Hospital Review

56 Clinical Integration & ACOs able to categorize what helps them accomplish success, Dr. Lee says. Prior to his role at Press Ganey, Dr. Lee was network president for Boston-based Partners Healthcare System — the integrated delivery system founded by Brigham and Women's Hospital and Massachu- setts General Hospital, both in Boston. "A few years ago, the emergency department at Brigham had morale issues and they felt like it was hopeless to try and improve patient experience," says Dr. Lee. To address the problem, the clinical leadership used positive stories to boost their pride. They stripped out the negative comments from patient experience surveys and only looked at the posi- tive comments from patients. This allowed them to figure out what helped them achieve success. This process and this lever of the framework "al- lows clinicians to get clarity on what they need to do," says Dr. Lee. "If physicians focus on their strengths and make them happen all the time, their weaknesses will become irrelevant." Addressing economic self-interest Simply enough, self-interest means creating fi- nancial and other rewards for achieving goals. Dr. Lee says he likes providing physicians a mixture of financial and non-financial incentives, even though financial incentives in particular can often provoke discord and stress. Accountable care organizations are a hot topic in healthcare right now, and many provide financial incentives to participating physicians who meet quality performance goals. Dr. Lee says he be- lieves ACOs are a big part of the overall solution in healthcare, which must include taking care of people as efficiently as possible. However, he be- lieves there needs to be more than cost control at the core of ACOs. "It can't be all about financial compensation for financial performance," he says. "The reason I feel shared risk contracts aren't enough is because the goal of healthcare is not to reduce healthcare spending," says Dr. Lee. "Money alone will not motivate physicians to go the extra mile to take superb care of patients." Leveraging the desire for respect In the framework, self-respect means taking ad- vantage of peer pressure to drive performance. Dr. Lee says Dr. Cosgrove prefers to use peer pres- sure rather than financial incentives. "If a hospital doesn't use financial incentives, then it had better do a great job at creating peer pressure," he says, and Cleveland Clinic is one of the organizations that does. For example, at the Cleveland Clinic, every physician has an annual review that involves their peers rating them in several categories. In addition, every physician only has a one-year contract. Dr. Lee also discussed the physician rating system at University of Utah Health Care in Salt Lake City and how he believes it is a great example of an organization successfully using peer pressure. UUHC's website provides ratings for each of its physicians that are based on patient survey results. In addition, all patient comments about UUHC physicians, both positive and negative, are posted on the organization's website. The comments pro- vide a motivator for physicians to offer a high qual- ity of care to every patient because none of them want to have a negative review, and physicians take great pride in the positive comments. Appealing to a sense of tradition This part of the framework involves healthcare organizations establishing distinct, unwavering standards. Dr. Lee says Rochester, Minn.-based Mayo Clinic provides a great example of an institution that has achieved success under this lever. William Mayo, MD, the founder of the Mayo Clinic defined stan- dards of conduct for the staff that are still main- tained today. For example, the staff members at Mayo Clinic are required to wear business attire every day, which serves as an elegant representa- tion of the institution — meant to embody the "Mayo way of doing things." n Let us help you improve efficiency, comply with regulations and standards, achieve practitioner engagement and alignment, and excel in delivering high-quality, cost-effective patient care. HEALTHCARE ORGANIZATIONS HAVE CHALLENGES WE HAVE SOLUTIONS The Greeley Company offers innovative consulting, education, interim staffing, external peer review, and outsourcing solutions to healthcare organizations nationwide. We target contemporary needs and challenges in the following core areas: Medical Staff Optimization & Physician Alignment Accreditation, Regulatory Compliance & Quality Credentialing & Privileging 75 Sylvan St., Suite A-101 Danvers, MA 01923 888-749-3054 | info@greeley.com | www.greeley.com ©2014 The Greeley Company GREELEY ICON STUDY / MEMBERSHIP PROGRAM ICONS GREELEY ICON STUDY / MEMBERSHIP PROGRAM ICONS GREELEY ICON STUDY / MEMBERSHIP PROGRAM ICONS

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