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© 2009 On the CUSP: STOP BSI Physician Engagement
© 2009 Learning Objectives To understand what is meant by physician engagement To learn strategies to enhance physician engagement at management and staff levels
© 2009 What Have We Learned So Far? Work involves technical problems – Evidence – Measurement Adaptive problems – Engagement of nurses, physicians, leaders – CUSP – Daily goals – Competing priorities
© 2009 Science of Safe Safety: Principles of Safe Design Standardize what we do – Eliminate defect Create independent check – Make it visible Learn from Mistakes These principles apply to technical and team work
© 2009 Basic Components and Process of Communication Elizabeth Dayton, Joint Commission Journal, Jan. 2007
© 2009 Improving ICU Culture by Creating Trust Caring – Keep Patients as your North Star – Preventable harm is not tenable – Tell your own Josie Story Competent – Learn from mistakes and implement teamwork tools (CUSP)
© 2009 Stages of Support Aversion Apathy Engaged
© 2009 Strategies for Physician Engagement Management level – Assign physician leader for project ICU director, chief medical officer or senior physician – Obtain support from hospital for this persons time – Create Compact Clearly define what is expected of them Review performance regularly
© 2009 Example: ICU Physician Leader Compact Hospital will provide support percent of physicians time In return, physician will do the following – Monitor and improve quality Implement CUSP and StopBSI Report rates of CLABSI and learning from defects to senior leaders and board – Hold regular meetings with ICU team – Involve other members of Medical staff in quality – Work with hospital to clarify what will be measured, who will measure it, and who will produce reports – Implement ICU physician staffing Review performance quarterly
© 2009 Strategies for Physician Engagement Staff level – Create containing vessel to dialogue with physicians (eliminate decoding errors) M and M, grand rounds, quality meetings – Identify and overcome barriers Clinician, Intervention, System – Communicate prior to start of project No surprises who, what, when, where, how – Listen to those who resist – Reward physician and nurse leaders News letters or presentations to senior leaders
© 2009 Strategies for Physician Engagement Tune to WIFM – Please resist loss not change – Try to surface and mitigate real and perceived loss Time is likely a major concern – Perceived losses often much greater than real – Perceived loss high when communication is low
© 2009 Manage Communication At each step or meeting clarify – Message – Who needs to know Assume that all staff have patient as north star Remind staff they are participating in something greater - ohana
© 2009 Action Plan Ensure you have physician leader for this project Create Compact for this role Create containing vessel for communication Develop plan for communication Listen to physicians to surface and mitigate loss
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