Organizational Culture

1. Organizational Culture Influence on Patient Experience And Healthcare Innovation Brandon Bacon University of Utah

2. Patient Experience Interaction Patient And Family Patient and Family Culture Organization Culture

3. Patient Experience Poor experience Good Experience Poor experience Healthcare System Patient and Family Culture Culture

4. Healthcare Improvement Methods • Total Quality Management (TQM) • Continuous Quality Improvement (CQI) Feedback

5. What’s missing? • “…the difficulty in implementing successful total quality management (TQM) initiatives; four of five initiatives fail — despite the consensus that such efforts are essential to long-term organizational success.” • (emphasis added) Delmarva Foundation (Boan and Funderburk, 2003)

6. Problem Statement Despite agreement that patient centered-innovation is an important part of improved healthcare, many initiatives are unsuccessful due to cultural implications rather than poor idea generation.

7. Investigation of Organizational Culture “The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.”

8. Investigation of Organizational Culture Culture can’t be dictated… …but it can be facilitated

10. Innovation center • A physical space for innovation • Provides a “place” for ideas to go • Integrates the idea of innovation into the culture of the organization

11. Innovation process Phase I Phase II Phase III

12. Continuum for Innovation Center Models Open Small Facility Large Facility Isolated

13. Impact of an Innovation Center

15. Don’t reinvent the Wheel… • Technology • Department of Biomedical Engineering • Design • Bench 2 Bedside • Behavior • Simulation Learning Center (Dept. of Nursing) • Commercialization • Lassonde New Venture Development Center • Culture • Behavior Standards and evaluations http://how2droid2.blogspot.com/2011/01/collection-of-android-guides-and-best.html

16. Technology Located throughout the University and Hospital facilities. Involved in almost every technical area of medicine. http://www.bioen.utah.edu/ http://www.ddmed.com/biomed.htm

17. Design A medical device competition that brings medical, engineering, science, and business students together to develop and market a medical device product http://www.techventures.utah.edu/b2b.php

18. Commercialization Opportunities to develop, patent, license, and implement new technology and process developments into internal and external medical services http://www.techventures.utah.edu/b2b.php http://www.tco.utah.edu/ http://www.lassonde.utah.edu/

19. Behavior Simulation Learning Center Center that allows nurses to practice basic procedures. These centers can also be used to prototype new procedures, care delivery methods, and patient room prototyping. http://nursing.utah.edu/SLC/students_faculty.html

20. Culture • Exceptional Patient Experience • Program that emphasizes quality care • New Employee Orientation • Introduction to the behavioral/culture expectations of the hospital • Continuous employee evaluations • Quantitatively evaluate the actions of healthcare personnel.

21. Innovation Center Structure Technology Design Patient Culture Behavior Commercialization

22. Can this work in Healthcare? • Do Innovation centers enhance healthcare mission and goals? • Do they impact the organizational cultural and empower personnel? • Are they financially sustainable?

23. Case Study- Mayo Clinic • “Like a giant incubator, the center offers a unique space within Mayo Clinic for nurturing new ideas, enabling them to grow, mature and evolve until they are ready for patients.”

24. Exam Room Redesign Problem Patients were calling with many questions that had been answered during their appointments. Many of them were confused or unsure of their treatment plan. This caused clinic aids to spend a lot of time on the phone. http://nexus.som.yale.edu/design-mayo/?q=node/99 http://www.rmdtllc.net/pages/facilities.htm

25. Exam Room Redesign Process Integrated group of doctors, designers, etc. observed doctor-patient interactions and found many meetings didn’t require exam room equipment. http://nexus.som.yale.edu/design-mayo/?q=node/99 http://www.coloncancerresource.com/image-files/colon-cancer-doctor-with-senior-patient.jpg

26. Exam Room Redesign • Solution and Results • Designed a consultation room similar to an office with a meeting table without any medical equipment • “wildly successful…” • Patients retained more information; decreased callbacks • Better patient experience http://nexus.som.yale.edu/design-mayo/?q=node/99

27. Case Study: Kaiser Permanente System-wide innovation center • “a living laboratory where ideas are tested and solutions are developed in a hands-on, mocked-up clinical environment.” • Developed in collaboration with IDEO • Any personnel within Kaiser can participate • Personnel involved include: • Doctors • Nurses • Clinical Support staff • Members • Technologists • Engineers • Architects • Designers

28. Case Study- Kaiser Permanente • 37,000 sq. ft • Home environment • Outpatient clinic • Inpatient units: • Med surg. Rooms • Critical care Patient room • Labor and Delivery Room • Operating Room • Emergency Department • Consult Room • Family waiting Room • Staff Unit/Nurse Work station units http://xnet.kp.org/innovationcenter/about/index.htm

29. Can this work in Healthcare?YES! • Hospital’s mission and goals enhanced through patient centered activities • Empowered culture that innovates within healthcare culture • Financial Sustainability through development of new models, techniques, and technologies • Bottom line and commercialization

30. Conclusion • Innovation centers are a method of facilitating a culture focused on patient-centered innovation.