Domain I (provided by Andrea Cook)

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Recognize and provide examples of Empathetic Language

Empathy:

Having the ability to understand someone else’s feelings or emotions. Someone who understands what it is like to

lose someone and who feels sympathy and understanding for a friend who just

suffered a death in their family. Having

empathy is when someone can share another person’s feelings.

Example: “I

feel said/hurt when I see an animal being hurt.”

Feeling sad,

hurt, or upset when watching others who are sad/hurt is the ultimate display of

empathy.

Three ways

Empathy can build relationships in Healthcare:

1. We can say “’I’m sorry”.

2. Ask patients what their biggest

concern is about their hospitalization is and address it.

3. Treat them like they are your own

family.

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Define Health Literacy and Its impact on Patient Experience

Health Literacy is the degree to

which individuals have the capacity to obtain, process, and understand basic health information

and services needed to make appropriate health decisions. Health literacy is the use of a wide

range of skills that improve the ability of people to act on information in order to live

healthier lives. These skills include reading, writing, listening, speaking, numeracy, and critical

analysis, as well as communication

and interaction skills.

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Identify and Promote Health Literacy strategies/techniques used to ensure patient/family/resident understanding

Examples:

·

Develop

plain language

·

Patient-friendly

education materials and navigations aids.

·

Redesigning

patient informed consent forms.

·

Use

established communication methods such as the “teach back” techniques when

communicating with patients.

·

Implement

system-wide strategies, such as, patient-centered communication, discuss risks

and/benefits of treatments, understanding care instructions.

Remember…..good communication is linked to improved patient

satisfaction, adherence to medical recommendations, and health outcomes.

Página 4

Apply Effective Change Management Strategies

Though debate over specific solutions may continue,

there seems to be widespread consensus for changes in healthcare in the United

States to address inconsistencies in quality and efficiency. Some of the

primary market forces serving as catalysts for change include the following:

Patient Safety and Clinical Quality –

The emphasis on quality and patient safety has not abated since the release of

the Institute of Medicine’s 1999 report on medical errors. Recent reports shine

an even harsher light on a “Swiss cheese” healthcare system that allows nearly

200,000 people to die needlessly each year.

The Move Toward Digitization –

Both for safety and efficiency improvements, the push to adopt information

technology (IT) systems will continue, as patient care settings increasingly

seek to go “filmless and paperless.” If this migration is to be successful, it

must be accompanied by process adaptation and change management techniques that

engender acceptance among staff and clinicians.

Demographic Changes –

Shifting demographics and an aging population will continue to impact

healthcare in the United States, particularly for specialties such as

cardiovascular services. The U.S. healthcare workforce also is aging, with only

9.1 percent of all registered nurses (RNs) under the age of 30, and the average

age 45.2 years.

Workforce Issues –

Workforce shortages – especially acute in certain regions and specialties –

continue to strain the system. An article in Healthcare Financial Management

states, “Shortages of clinical staff, including RNs, radiology technicians and

many other professionals, not only severely limit the ability of healthcare

providers to respond to increasing levels of demand, they also affect

providers’ ability to maintain current levels of service, quality and

profitability.” Hospitals will need to ensure they are operationally efficient

and are able to create an optimal work environment in order to attract, develop

and retain top talent.

Financial Challenges –

Healthcare providers continue to feel financial pressures as they deal with

rising demand and uncertainty in reimbursement and revenue collection. Projects

that address revenue and cost management strategies will be crucial to

maintaining quality services.

The Quest for Excellence –

According to the American College of Healthcare Executives, “the concept of

competing on value, which includes both cost and quality dimensions of

performance, has become a reality.” As this reality sinks in, healthcare

providers are showing greater interest in exploring solutions that would enable

them to not only survive, but to become centers of excellence or providers and

employers of choice.

Embarking on a major change initiative in healthcare may

feel daunting at first, but there are a number of tools and techniques that can

help to get an organization over the rough spots. There are now a growing

number of Lean Six Sigma institutions which are successful and will attest to

the value of persistence and commitment.

Successful improvement initiatives can yield a wide

range of benefits that are both qualitative and quantitative, including:

·

Fewer medical errors

·

Increased revenue

and improved reimbursement

·

Better use of

advanced technologies (and faster return on investment)

·

Better

accessibility and capacity for patient flow

·

Improved

organizational communication

·

Better nursing

and physician satisfaction

·

Better patient

satisfaction

·

Shorter patient

wait times

·

Investment in

staff expertise

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Define, describe and promote patient/family/resident centered care core concepts and principles

Patient-

and family-centered care is an approach to the planning, delivery, and

evaluation of health care that is grounded in mutually beneficial partnerships

among health care providers, patients, and families. It redefines the

relationships in health care.

Patient-

and family-centered practitioners recognize the vital role that families play

in ensuring the health and well-being of infants, children, adolescents, and

family members of all ages. They acknowledge that emotional, social, and

developmental support are integral components of health care. They promote the

health and well-being of individuals and families and restore dignity and

control to them.

Patient-

and family-centered care is an approach to health care that shapes policies,

programs, facility design, and staff day-to-day interactions. It leads to

better health outcomes and wiser allocation of resources, and greater patient

and family satisfaction.

Core

Concepts of Patient- and Family-Centered Care:

• Dignity

and Respect. Health care practitioners listen to and honor patient and

family perspectives and choices. Patient and family knowledge, values, beliefs,

and cultural backgrounds are incorporated into the planning and delivery of

care.

• Information

Sharing. Health

care practitioners communicate and share complete and unbiased information with

patients and families in ways that are affirming and useful. Patients and

families receive timely, complete, and accurate information in order to

effectively participate in care and decision-making.

• Participation.

Patients

and families are encouraged and supported in participating in care and

decision-making at the level they choose.

• Collaboration.

Patients,

families, health care practitioners, and leaders collaborate in policy and

program development, implementation, and evaluation; in health care facility

design; and in professional education, as well as in the delivery of care.

Página 6

Identify and describe stakeholders and demonstrate an ability to network within the organization

Stakeholders

are those who may be affected by or have an effect on an effort. They may

also include people who have a strong interest in the effort for academic,

philosophical, or political reasons, even though they and their families,

friends, and associates are not directly affected by it.

One way to

characterize stakeholders is by their relationship to the effort in question.

·

Primary stakeholders are the

people or groups that stand to be directly affected, either positively or

negatively, by an effort or the actions of an agency, institution, or

organization. In some cases, there are primary stakeholders on both sides

of the equation: a regulation that benefits one group may have a negative

effect on another. A rent control policy, for example, benefits tenants,

but may hurt landlords.

·

Secondary stakeholders are people

or groups that are indirectly affected, either positively or negatively, by an

effort or the actions of an agency, institution, or organization. A

program to reduce domestic violence, for instance, could have a positive effect

on emergency room personnel by reducing the number of cases they see. It

might require more training for police to help them handle domestic violence

calls in a different way. Both of these groups would be secondary

stakeholders.

·

Key stakeholders, who might belong to either or

neither of the first two groups, are those who can have a positive or negative

effect on an effort, or who are important within or to an organization, agency,

or institution engaged in an effort. The director of an organization

might be an obvious key stakeholder, but so might the line staff – those who

work directly with participants – who carry out the work of the effort.

If they don’t believe in what they’re doing or don’t do it well, it might as

well not have begun. Other examples of key stakeholders might be funders,

elected or appointed government officials, heads of businesses, or clergy and

other community figures who wield a significant amount of influence.

While an

interest in an effort or organization could be just that – intellectually,

academically, philosophically, or politically motivated attention –

stakeholders are generally said to have an interest in an effort or

organization based on whether they can affect or be affected by it. The

more they stand to benefit or lose by it, the stronger their interest is likely

to be. The more heavily involved they are in the effort or organization,

the stronger their interest as well.

Stakeholders’

interests can be many and varied. A few of the more common:

·

Economics. An employment training program

might improve economic prospects for low-income people, for example.

Zoning regulations may also have economic consequences for various groups.

·

Social change. An effort to improve racial

harmony could alter the social climate for members of both the racial or ethnic

minority and the majority.

·

Work. Involving workers in

decision-making can enhance work life and make people more satisfied with their

jobs.

·

Time. Flexible work hours, relief

programs for caregivers, parental leave, and other efforts that provide people

with time for leisure or taking care of the business of life can relieve stress

and increase productivity.

·

Environment. Protection of open space,

conservation of resources, attention to climate change, and other environmental

efforts can add to everyday life. These can also be seen as harmful to

business and private ownership.

·

Physical health. Free or sliding-scale medical

facilities and other similar programs provide a clear benefit for low-income

people and can improve community health.

·

Safety and security.

Neighborhood watch or patrol programs, better policing in high-crime neighborhoods,

work safety initiatives – all of these and many other efforts can improve

safety for specific populations or for the community as a whole.

·

Mental health. Community mental health centers

and adult day care can be extremely important not only to people with mental

health issues, but also to their families and to the community as a whole.