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If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently Kindle Edition
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From the Inside Flap
Fred Lee had the enviable distinction of having been both ahealthcare executive of a major medical center and a cast member at DisneyUniversity. With an insider's experience and a keen eye for culturalcomparisons, he shares his passion and concepts of creating an exceptional patientexperience and compassion of caregivers.
The 9½ principles in this engaging and refreshing book willhelp any hospital team gain the extraordinary competitive advantage. Some ofthose 9½ principles are: Make Courtesy More Important than Efficiency;Decentralize the Authority to say YES; Change the Concept of Work from Serviceto Theater; Measure to Improve, Not to Impress; Harness the Motivating Power ofImagination; Create a Climate of Dissatisfaction; and Close the Gap BetweenKnowing and Doing.
One of the key thoughts of the book is to teach the maindifference between a service and an experience. It will explain the three levelsof care. The bottom layer is our competence, the next layer is courtesy,and the top layer is compassion. It goes on to teach your staff aboutthe power of compassion and remember, scores do not motivate people, storiesdo. The imagination created by stories is a gold mine for motivation and takingaction.
And finally, it teaches how to hire and coach for anindividual's "role" in the patient's experience.
One of Fred Lee's favoritequotes by Johann Wolfgang von Goethe was: "Knowing is not enough. We mustapply. Willing is not enough. We must do." --This text refers to the hardcover edition.
From the Author
- Publication Date : April 1, 2004
- Print Length : 218 pages
- Language: : English
- File Size : 1163 KB
- Word Wise : Not Enabled
- Publisher : Second River Healthcare; 6th Edition (April 1, 2004)
- ASIN : B004O0UD7M
- Text-to-Speech : Enabled
- Lending : Enabled
- Enhanced Typesetting : Enabled
- X-Ray : Not Enabled
- Best Sellers Rank: #84,067 in Kindle Store (See Top 100 in Kindle Store)
- Customer Reviews:
Top reviews from the United States
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And I find this book hopeful... as a physician with 30+ years in medicine, I have a grave fear of the time when I become a ward of the medical-industrial complex. In general, it is not patient-centric, nor in some cases, imbued with much common sense. This is a sad reality. This book won't fix all that ails us, but the ideas presented, and the spirit contained therein, are a great start.
As to why I gave this 5 stars? Well, anyone who has read this book throughly will know why...
it speaks in plain English, not healthcare/management jargon
includes many fine stories, that reflect real life in healthcare facilities
proposes things that people could actually be doing
aims right at middle management, the biggest obstacle in healthcare
It costs nothing to show courtesy, to smile, to make the customer more important than the "policy." Unfortunately, the recent recession has made healthcare management behave even worse, because people are in such fear of losing their jobs. Sad, but true.
The substance/rules/"things" are really tools for thinking about the problems you face when running a hospital and striving for service excellence, rather than implementable solutions to those problems. This is both the book's greatest strength and greatest weakness. The author closes by cautioning readers not to fall into the "great ideas but how do I implement them" trap. This is sophomoric. Although no reasonable reader will expect tailor made solutions, trimming the gratuitous congratulatory mentions of various nurse managers and spending more time on the details underlying their success would have been helpful.
Bottom Line: Good use of money and time, would recommend.
- What people believe is more important than the truth
- Organize around courtesy not efficiency
- You want loyal patients (5/5) not satisfied (>3/5) patients
- Experience is king, A fancy coffee shop can sell a cup of coffee for more than a dinner and more than the cost of raw materials
- Find people who intrinsically want to do well and tap into that desire. You can't use extrinsic motivate to make them care.
- Habits are the best intrinsic motivation, imagination and willpower of less effective, compliance is least effective.
Top reviews from other countries
Good anecdotes and stories to underpin experience as well as considering research in context.
An all round good read. More academics should read and learn from books of this nature - action research.