physician goal setting & feedback - amazon s3...dean, school of medicine in 2013, she pushed the...

Copyright © 2016 Studer Group. Please do not quote or disseminate without Studer Group authorization

Physician Goal Setting & Feedback

Jeff Morris MD, MBA, FACS:

Physician Coach & National Speaker

Studer Group


Physicians “Must Haves” ®

• Involve Physicians in Goal Setting & Skill

Building

• Round on Physicians

• Focus, Fix, Follow Up

• AIDET® (Enhanced Communication Skills)

• Reward & Recognize


Croskerry P. The feedback sanction. Academic Emergency Med 2000.

Decision

Making

Process

Maintain

Calibration

Unfavorable

Re-calibrate

Outcome

Physician

Favorable

Clinical Feedback


Decision

Making

Process

Maintain

Calibration

Unknown

Unfavorable

Re-calibrate

Outcome

Physician

Favorable

Clinical Feedback


Decision

Making

Process

Maintain

Calibration

Unknown

Unfavorable

Re-calibrate

Outcome

Physician

Favorable

Croskerry P. The feedback

sanction. Academic Emergency

Medicine. 2000.

Clinical Feedback


Data Feedback


Data Overload


Data Transparency


Data Feedback & Transparency

Vivian S. Lee, Ph.D., M.D.,

M.B.A.

Senior Vice President, University

Health Sciences

CEO, University of Utah Health

Care

Dean, School of Medicine

In 2013, she pushed the system to embrace

an unprecedented level of transparency,

and University of Utah became the first

AMC to publish its Press-Ganey surveys

online, complete with patient comments

and an accessible five-star ranking

system. What I couldn’t have even

imagined 10 years ago was now happening.

The culture had shifted organically.

That level of transparency pushed the

system’s performance even higher. Last

quarter, University of Utah Health Care

ranked in the 90th percentile. (A. Lorris

Betz, M.D., Ph.D.)


“People wish to be settled; but only as far as they are unsettled, is there any hope for them.”

Ralph Waldo Emerson


It’s Uncomfortable

Source: Abraham Maslow; 1940; “Four Stages for Learning Any New

Skill””; Gordon Training International by Noel Burch; 1970

Unconsciously

skilled

Consciously

skilled

Unconsciou

sly unskilled

Consciously

unskilled


Time

Performance

Expert

Experienced


“Personal Best”

Atul Gawande

The New Yorker (2011)

Coaching in pro sports

……… holds that, no

matter how well

prepared people are in

their formative years,

few can achieve and

maintain their best

performance on their

own.


Data Overload


Presumes that physician leaders:

•Understand the data

•Have had some general training on

providing and receiving feedback

•Can articulate clear expectations

•Have a “bank” of positive feedback

21

Prerequisites / Assumptions


It is about getting a message across that

we want others to hear and be receptive

to.


• Collegial

• Brief

• Focused on wins/positive

• Supportive/appreciative

• Engaging

• Information

• Constructive (focus on development)

• Action/Outcomes-based

• Honest

24

Attributes of a Successful Feedback Meeting


How to give feedback

•Be specific - don’t be too general

•Your feedback is a gift – position it positively.

•Have a vision of what success looks like and

coach to that vision and expected behaviors

•Provide solutions / resources

•Be prepared to provide ongoing feedback

•Summarize with what is the one thing to focus on

for improvement

Copyright © 2016 Studer Group. Please do not quote or disseminate without Studer Group authorization26

INVEST

I

N

V

E

S

T

Introduce

Narrate

Validate

Explain

Support

Thank You


•Create a personal connection

•Outline purpose of the conversation

•Ask for insight

•What is your understanding of what this is?

•How do we ensure that you get the most

out of this conversation?

27

I Introduce


•Provide a framework for the conversation,

including:

•How long the conversation will last

•Verbal agenda

28

N Narrate


•Elicit self-assessment

•Which of these are you doing best on?

•Validate using report card

29

V Validate


• Review individual’s data

• Walk through each measure (e.g. quality, production,

patient experience)

• Do you agree or disagree with what’s been

reported?

• Clarify questions raised about the data

• Dispel misinformation as to what data mean

30

E Explain


• Share leading practices, resources, and support

available.

• Begin action planning:

• What did you learn?

• What will you do with it?

• What is one this you plan to do differently?

• Confirm mutual commitment (support and action)

31

S Support


• Display gratitude

• Insert a specific item that the provider does well and

that you are grateful for (commitment to patient care,

role modeling standards, openness to having

constructive conversation)

• Thank you for taking the time for this conversation.

32

T Thank You


Primary Care Provider

Increase Employee

Satisfaction within

Practice to 85th

percentile

Increase CG-CAHPS to 80th

percentile in 3/5

composites

Increase number of

billable patient

encounters to 3,400

Generate 4,600

median work RVUs

Increase elderly

annual flu show

vaccine rate to 85%

People10%

Growth 20%

Finance 15%

Quality 35%

Service 20%


Integrated Skills Labs

• Excellent Diagnostic & Learning Tool

• Connects back to the “WHY”

• Involves all members of the team

• Breaks down silo-thinking

• Fun and “safe” environment

• Shares best-practices that already

exist

• Identifies OFIs


Data Overload


"Life isn't about waiting for the storm to pass...

….. It's about learning to dance in the rain.”

Vivian Greene


Jeff Morris MD, MBA, FACS:

Physician Coach & National Speaker

Studer Group

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EVALUATION REMINDER:

We want your feedback to get better. Please

remember to take the session evaluation. Thank you!


Next Presentation:

Physician - Patient Communication: Skill Building

Dan Smith MD, FACEP

Medical Director

StuderGroup

physician goal setting & feedback - amazon s3...dean, school of medicine in 2013, she pushed the...

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