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![Page 1: 10 April 2014 Gary Kaplan, MD Chairman and CEO, Virginia Mason Medical Center Jack Silversin, DMD, DrPH Founding Partner, Amicus, Inc Engaging Healthcare.](https://reader037.fdocuments.in/reader037/viewer/2022102900/551665ef550346a2698b534f/html5/thumbnails/1.jpg)
10 April 2014Gary Kaplan, MD
Chairman and CEO, Virginia Mason Medical Center
Jack Silversin, DMD, DrPH
Founding Partner, Amicus, Inc
Engaging Healthcare Professionals to Transform
Care
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Virginia Mason Medical Center
• Integrated health care system• 501(c)3 not-for-profit• 336-bed hospital• Nine locations• 500 doctors• 5,500 employees• Graduate Medical Education• Research Institute• Foundation• Virginia Mason Institute
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Our Strategic Plan
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Seeing with our EyesJapan 2002
Team Leader Kaplan reviewing the flow of the process with Drs. Jacobs and Glenn at Hitachi Air Conditioning plant
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Take-Aways
How are air conditioners, cars, looms and airplanes like health care? • Every manufacturing element is a production
processes• Health care is a combination of complex
production processes: admitting a patient, having a clinic visit, going to surgery or a procedure and sending out a bill
• These products involve thousands of processes—many of them very complex
• All of these products involve the concepts of quality, safety, customer satisfaction, staff satisfaction and cost effectiveness
• These products, if they fail, can cause fatality
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The VMMC Quality Equation
Q: QualityA: AppropriatenessO: OutcomesS: Service W: Waste
Q = A × (O + S) W
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New Management Method: The Virginia Mason Production System
We adopted the Toyota Production System philosophies and practices and applied them to health care because health care lacks an effective management approach that would produce:
• Customer first• Highest quality• Obsession with safety• Highest staff satisfaction• A successful economic enterprise
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VMPS Tools in Action
• Value Stream Development• RPIW (Rapid Process Improvement Workshop)
• 5S (Sort, simplify, standardize, sweep, self-discipline)
• 3-P (Production, Preparation, Process)
• Standard Work• Daily Work Life
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“Nursing Cells” – Results > 90 days
Before After
• RN # of steps = 5,818• PCT # of steps = 2,664• Time to the complete am cycle of work = 240’• Patients dissatisfaction = 21%• RN time spent in indirect care = 68%• PCT time spent in indirect care = 30%• Call light on from 7a-11a = 5.5%• Time spent gathering supplies = 20’
846
1256
126’
0%
10%
16%
0%
11’
RN time available for patient care = 90%!
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Lindeman Surgery CenterThroughput Analysis
Before Today % Change• Time Available 600 min 600 min 0% (10 hr day)
• Total Case Time 107 min 65.5 min39%
(cut to close plus set-up)
• Case Turnover 30 min 15 min 50% Time (pt out to pt in) (ability to be <10 min)
• Cases/day 5 cases/OR 8 cases/OR60%
• Cases/4 ORs20 cases 32 cases 60%
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Primary Care – Flow Stations
VMPS Concepts of a Flow Station
• Waste of motion (walking)
• Continuous flow
• Visual control (Kanbans)
• External setup
• Water strider
• U-Shaped Cell
Creating MD Flow Reduces Patient Wait Times
CHARGESLIP
$
DOCUMENT VISIT
$
CERNER MESSAGE
URGENT
PAPER MAIL
RESULT
REPORT
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Stopping The Line
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“Stopping the Line”Organization-wide Involvement
• Staff identify and report issues and concerns using the Patient Safety Alert System
• Leadership involvement with investigation and resolution
• Board Quality Committee review and approve closure of high-severity issues (Red PSA’s)
2002
2004
2006
2008
2010
2012
0
100
200
300
400
500
600
700
Number of PSAs Reported per Month
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Categorizing Patient Safety Risk Events
3 Basic Risk Sources• Evaluation• Treatment• Critical interactions
27 Specific Risk Categories
3 of the top 5 risks• Direct Patient Care• Medication• Laboratory Order &
Collection
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Evaluation Treatment
CriticalInteractions
Provider
LaboratoryDiagnostics
Imaging Medical
Surgical/Procedure
Care Mgmt
PersonalBehavior
Environment
Organizational Behavior
Occupational
1
2
3
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20022004200520062007-08
200920102011201220130%
25%
50%
75%
100%
21%16%
58%
21%
47%
81% 82%84%90%88%
Overall staff response rateVirginia Mason Medical Center
2013 AHRQ Mean = 51%
We look “different” since 2009. Why? What might be the benefit and lesson if we go higher?
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Reduction of Hospital Professional/General Liability
Premiums
'04-'05 '05-'06 '06-'07 '07-'08 '08-'09 '09-'10 '10-'11 '11-12 '12-'13 13-'14
% change from previous year, with 74% overall
reduction in premium since 2004-05
7%
12%
5%
26%
12%12%
11%
12%
30%
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Virginia Mason Medical CenterHospital of Decade: Efficiency and Effectiveness
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Tuesday Morning “Stand Up”
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AHRQ4
Safety Culture Survey: 82% Participation (all staff, all electronic)
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Our Quality & Safety JourneyToyota Production SystemIntroduced to VMMC
2nd IOM1
Report
ADEPT2
Preprinted Order Sets
Virginia Mason Production Systemestablished
Patient Safety Alert (PSA) for clinical events
Strategic Quality Plan
1st Safety Culture Survey
Executive Walk Rounds
PSA for non-clinical events
2nd Safety Culture Survey
Mary L. McClintonFatal medical error
CPOE Go Live
Move to yearly AHRQ4 Safety Culture Survey
Declare One Organizational Goal: Patient Safety
MD Disclosure Training
IHI3 100,00 Lives
IHI3 5 Million Lives
Leapfrog Governance Award
Staff & PatientLeader Rounds
Patient/ FamilyEngagement
AHRQ4 Safety Culture Survey: 81% Participation
2010 HealthGrades Patient Safety Award
Time Out ST-PRA5
Just Culture
FallsST-PRA5
1st IOM1 Report
VM Board:Business Case for Quality
1st Culture of Safety Work Plan
PSA Case Studies
1. Institute of Medicine2. Adverse Drug Events Prevention Team3. Institute for Healthcare Improvement
Standard Quality Goal Reporting Process
CEO Mandates PSA System
MDMRPIW6
4. Agency for Healthcare Research and Quality5. Sociotechnical Probabilistic Risk Assessment6. Must Do Measure Rapid Process Improvement Workshop
Cross Pillar Culture of Safety Work Plan
Leapfrog Top Hospital of the Decade
Q4Q Site Visit
AHRQ4 Safety Culture Survey: 84% Participation
PSA 3P
Patient Safety Risk Registry
Respect for People Training
Quest for Quality Citation of Merit
AHRQ4 Safety Culture Survey: 90% Participation
Employee Safety Risk Registry
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2013 Organizational Goals
Quality and Safety: Care Delivery Innovations• Delivering Patient-Centered Coordinated Primary Care• Optimizing Care Transitions• Smoothing Patient Flow• Eliminate Healthcare Associated Infections• Glycemic Control• Prevention of Hospital Associated Delirium
Service: Patient Experience• Integration of the Patient Experience
Strong Economics• Growth
Integrated I.S.: Technology and Care Delivery Partnerships • Realizing the Potential of Our Electronic Health Record• Update the Enterprise Orders and Documentation Framework• Ambulatory CPOE• Measure and Improve our Results
Quality, Safety, Service, People, Innovation• Respect for People
People: Team Engagement• Transformational Leadership• Organizational Training & Education
We attract and develop
the best team
People
We foster a culture of learningand innovation
Innovation
We create anextraordinary
patient experience
Service
We relentlessly pursue the
highest quality outcomes of care
Quality
VisionTo be the Quality Leader and transform health care
MissionTo improve the health and
well-being of the patients we serve
Values
Teamwork | Integrity | Excellence | Service
Strategies
Virginia Mason Team MedicineSM Foundational Elements
Patient
Strong Economics
ResponsibleGovernance
Education Virginia MasonFoundation
IntegratedInformation
Systems
Research
Virginia Mason Production System
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How Have We Gotten Here
With engaged and committed staff and doctors!
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Benefits of Doctor Engagement:The Obvious and Not So Obvious
• Contribute knowledge and expertise; solutions will be better for doctor input
• Develop more realistic expectations of what is possible
• Have greater commitment to solutions; successful implementation more likely
• Builds trust and partnership between doctors and management when doctors experience they have influence on outcomes
• Helps doctors move through psychological transition associated with change
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Authentic Engagement Is Difficult
Managers or administrators
• Some like making decisions and controlling outcomes
• Experience pressure for timely decisions
• Have not been successful managing efficient and helpful process for engagement
• Are faced with doctors’ expectation that asking their advice should translate into actions that reflect it
• Experience sincere attempts have been met with cynicism or disinterest
Doctors
• Perceive that past input has gone into “black hole” which leads to cynicism
• Paid for productivity, some will not participate in non-clinical work unless compensated
• Having the option to do what I want to do anyway makes investing time in improvement activity irrational
• Requires on going commitment to engage even when you don’t get what you want in a given situation
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Doctor Engagement in Your Organization: Current and Future States
Current state:• When people say
“doctor engagement” what do they mean? What picture do they have in mind?
• Descriptors of current state doctor engagement
Preferred future state:
• When people say “doctor engagement” what will it mean? What picture will they have in mind?
• Descriptors of preferred future state doctor engagement
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A Helpful Perspective on Change
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Two Kinds of Challenges Ronald Heifetz
Technical
• Problem is well defined
• Solution is known can be found
• Implementation is clear
Adaptive • Challenge is complex• To solve requires
transforming long-standing habits and deeply held assumptions and values
• Involves feelings of loss, sacrifice (sometimes betrayal to values)
• Solution requires learning and a new way of thinking, new relationships
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An Easily Adopted Change
Technical not because it’s technological but because:
• Its use involves no angst or challenge to personal identity
• Adoption is intuitive or similar to other successful changes. Past experience provides a “road map” or sense for how it works
• There’s always the Genius Bar – someone does know what to do.
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An Adaptive Challenge
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“The most common cause of failure to make progress is treating an adaptive problem with a
technical fix.”
Wisdom from Ronald Heifetz
Technical fixes
• New payment scheme for doctors
• Incentives or bonuses
• Reorganization
• Issuing new vision statement
Adaptive solutions
• Giving authority to solve problems to the implementers
• Discussion that allows respectful airing of difference
• Bringing conflict to the surface and constructively resolving it
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Adaptive Work
“Solutions are achieved when ‘the people with the problem’ go through a process together to become ‘the people with the solution.’ The issues have to be internalized, owned, and ultimately resolved by the relevant parties to achieve enduring progress.”
- Heifetz and Linsky, Leadership on the Line
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Foundation for Engagement
Share a vision
Inspire action with clear picture of
future
EngagedDoctors
Modernize compact
Co-create new gives and gets
Enhance leadership
Develop doctor leaders who
sponsor change
Increase urgency
Turn up the heat
Single method for
improvement
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Foundation for Engagement
Share a vision
Inspire action with clear picture of
future
EngagedDoctors
Clarify new compact
Co-create new gives and gets
Enhance leadership
Develop doctor leaders who
sponsor change
Increase urgency
Turn up heat
Single method for
improvement
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Time for a Change – VMMC 2000
• Issues Survival Retention of the Best People Loss of Vision Build on a Strong Foundation
• Leadership Change
• A Defective Product
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Urgency for Change at VMMC
— Gary Kaplan, VMMC Professional staff meeting, October 2000
“ ”We change or we
die.
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November 23, 2004
Hospital error caused death
Investigators: Medical mistake kills Everett woman
Mary L. McClinton
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37
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The Challenge of Ongoing Urgency
• In a time of constant and tumultuous change, avoid complacency
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Principle 1. Change Has to Start With Urgency
“When people have a true sense of urgency, they think that action on critical issues is needed now, not eventually, not when it fits easily into a schedule.”
- John Kotter, A Sense of Urgency
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The Status Quo is Like Gravity
• The invisible hold of the status quo is very strong
• The case for change has to be compelling if it is to move others to take action
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Productive range of distress
Threshold of learning
Limit of tolerance
Time
D
iseq
uilib
riu
m“Distress” and Adaptive Work
Adaptive challenge
Heifetz, Ronald A. and Marty Linsky. Leadership on the Line, Harvard Business School Press, 2002, p 108
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Urgency: Make the Invisible Visible
• HOW Self-discovery” – experiential More than facts: John Kotter’s
see/feel/change approach
• WHAT Cost of doing nothing exceeds cost
of change Cold, hard facts on performance
and lack of sustainability Gap between aspiration and reality The personal impact of incidents
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Leaders’ Role in Signal Generation
“Leaders are signal generators who reduce
uncertainty and ambiguity about what is
important and how to act.”
OR
— Charles O’Reilly III
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Back Home Discussion About Urgency
• What signals do leaders in our organisation send regarding urgency for care improvement? Are leaders’ signals consistent?
• What is the impact of the signals sent on doctor engagement in improvement?
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Foundation for Engagement
Share a vision
Inspire action with clear picture of
future
EngagedDoctors
Modernize compact
Co-create new gives and gets
Enhance leadership
Develop doctor leaders who
sponsor change
Increase urgency
Turn up heat
Single method for
improvement
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Our Strategic Plan
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Principle 2. Engagement is Facilitated When A Destination is Shared
Everyone needs to share the same destination to make optimal use of all
resources
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Lack of Shared Vision Reflects Silo Orientation and Value on Autonomy
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Challenges to Having Vision that Is Shared
• Often relationships between administration and doctors are wobbly or strained. Built on and reinforced by individual transactions
• Doctors don’t readily acknowledge their interdependence
• Vision process is often superficial; an exercise with a narrow purpose (e.g., for PR)
• Little connection between vision on paper and daily life
• No clear method to achieve vision
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Requirements for Developing Shared Vision
• Doctors develop deep appreciation of interdependence (to provide best, safest patient care)
• There is a process to develop vision – not a one-off meeting: Deepens understanding of the various imperatives the
organisation must respond to including quality, value, safety Encourages different points of view to be heard Builds commitment
• Vision is: Strategic and granular Perceived as a stretch, but not a fantasy
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Basis of Vision is Shared Interests
Organisation’sInterests
Doctors’ Interests
SHARED INTERESTS
Commitment to patients’ care and safetyPositive reputation
Recruit and retain talent
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To what extent do doctors, staff, and management share the same vision of where our hospital is heading?
Little Great 1 2 3 4 5
Why did you choose the number you did? What impact does this have on doctor
engagement?
Back Home Discussion About Shared Vision
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Foundation for Engagement
Share a vision
Inspire action with clear picture of
future
EngagedDoctors
Modernize compact
Co-create new gives and gets
Enhance leadership
Develop doctor leaders who
sponsor change
Increase urgency
Turn up heat
Single method for
improvement
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Typical Views Doctors Hold of Their Leaders
• Advocate
• Protector
• Communicator – go to meetings to represent our views and keep us informed of important news
• First among equals, “not one millimeter above”
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Consider Two Mental Models
Range of Leadership Activities
Advocate for subordinates
Advocate for my peersOther
Leadership activities
Doctor leaders’ viewProfessional managers’ view
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Reinforcement of Traditional Doctor Leadership
• Preference for leadership that doesn’t threaten personal autonomy
• There are times when advocacy or protection is appropriate
• Doctors make leaders pay a price for stepping out of advocate/protector role
• Election to leadership roles• Short tenure in role limits development of a
wide range of leadership skills
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VMMC Doctor Leader is a Real Job
• Appointed, not elected• Clear expectations/job descriptions• Performance feedback• Training and development• Succession planning• Dyad model pairs administrative leader
with doctor leader at every level
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For Doctor Leaders to be Effective, Administrative Leaders Need to Change
• It’s not just doctor leaders who shift mindset and actions
• Working collaboratively with doctors represents an adaptive change for many administrative leaders
• Need to move away from language such as: “We need to gain their buy-in” and “We’ll roll it out”
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Hospital needs doctor leaders to sponsor change
Doctors don’t easily accept legitimacy of leaders’ authority
Principle 3. Investment in New Model of Doctor Leadership is Critical
Current Dilemma
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Redefine Role of Doctor Leader
• Sponsor change and engage colleagues Demonstrate personal commitment to quality and safety
improvement Be a role model and among the first to adopt the new way
Provide encouragement and acknowledgment to those who get on
with change
Hold colleagues accountable to engage in the organisation’s quality
and safety initiatives
• Make practice life more efficient for clinical colleagues
• Able to make and keep commitments on behalf of doctors
“Leadership now is the ability to step outside the culture that created the leader to start evolutionary change processes that are more adaptive.“
- Edgar Schein
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• What model of doctor leadership is most common in our hospital: Advocate and protector of status quo for
doctor-colleagues? Facilitator of change and skilled at engaging
colleagues?
• What is the impact of this model of doctor leadership on our hospital’s ability to change?
Back Home Discussion About Doctor Leadership
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Foundation for Engagement
Share a vision
Inspire action with clear picture of
future
EngagedDoctors
Modernize compact
Co-create new gives and gets
Enhance leadership
Develop doctor leaders who
sponsor change
Increase urgency
Turn up heat
Single method for
improvement
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Compact
• Expectations members of an organisation have that are: Unstated yet understood Reciprocal
• The give• The get
Mutually beneficially
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GIVE GET
• Autonomy• Protection• Entitlement
• Treat patients
• Provide quality care
(personally defined)
Traditional Doctor Compact
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• Autonomy
• Protection
• Entitlement
• Improve safety/quality
• Implement electronic records
• Improve efficiency and value
• Be patient-focused
• Improve access
Traditional “Promise”Legacy Expectations Imperatives
Clash Of “Promise” And Imperatives
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Old Compact at VMMC Not Working
• Despite the fact things weren’t working, most doctors clung to the fundamental “gets” they felt due them Protection Autonomy Entitlement
• Doctor-centered world view prevailed
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Doctor Retreat(Fall 2000)
Doctor Retreat(Fall 2000)
VMMC Compact Process
• Broad based committee of providers: primary care, sub-specialists
• Focus of retreat: doctors-changing expectations, tools to manage change
• Jack Silversin served as our consultant
• Spent time at VMMC talking to doctors
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Compact committee drafts compact
(Winter 2001)
Compact committee drafts compact
(Winter 2001)
VMMC Compact Process
• Broad based group of providers• Administrative Involvement: CEO, JD, HR, Board
Member (also a patient)• Starting point:
“Gives” and “gets” from the Retreat Evolving Strategic Plan: patient centered
Doctor Retreat(Fall 2000)
Doctor Retreat(Fall 2000)
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Departmentalmeetings for input
(Spring 2001)
VMMC Compact Process
• Committee met weekly• Reality Checks
Management Committee Doctors
• Multiple Drafts until we reached the “final draft”
Compact committee drafts compact
(Winter 2001)
Compact committee drafts compact
(Winter 2001)
Doctor Retreat(Fall 2000)
Doctor Retreat(Fall 2000)
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Virginia Mason Medical Center Doctor Compact
Organization’s Responsibilities
Foster Excellence• Recruit and retain superior doctors and staff• Support career development and professional
satisfaction• Acknowledge contributions to patient care and the
organization • Create opportunities to participate in or support research Listen and Communicate• Share information regarding strategic intent,
organizational priorities and business decisions• Offer opportunities for constructive dialogue• Provide regular, written evaluation and feedbackEducate• Support and facilitate teaching, GME and CME• Provide information and tools necessary to improve
practice Reward• Provide clear compensation with internal and market
consistency, aligned with organizational goals• Create an environment that supports teams and
individualsLead· Manage and lead organization with integrity and
accountability
Doctor’s Responsibilities
Focus on Patients• Practice state of the art, quality medicine• Encourage patient involvement in care and treatment decisions• Achieve and maintain optimal patient access• Insist on seamless serviceCollaborate on Care Delivery• Include staff, doctors, and management on team• Treat all members with respect• Demonstrate the highest levels of ethical and professional
conduct• Behave in a manner consistent with group goals• Participate in or support teachingListen and Communicate• Communicate clinical information in clear, timely manner• Request information, resources needed to provide care
consistent with VM goals• Provide and accept feedback Take Ownership• Implement VM-accepted clinical standards of care• Participate in and support group decisions• Focus on the economic aspects of our practiceChange• Embrace innovation and continuous improvement• Participate in necessary organizational change
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Hardwiring Compact
• Recruitment• Orientation• Job Descriptions
Chief Section Heads Doctors
• Feedback
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Principle 4. A New Compact Is an Adaptive Change
• Journey as important as destination
• Iterative process for understanding and buy-in
• Mutual accountability (2-way street)
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Vision Is Context for Compact
• Societal needs• Local market• Organisation’s
strengths• Competition
STRATEGIC VISION
STRATEGIC VISION
Doctors give:
•What the organisation needs to achieve the vision
Organisation gives:
•What helps doctors meet commitment
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Compact Supports Alignment with Vision
• Compact discussions as foundational – basic to moving us toward vision
• Compact is revisited, made alive, reinforced• Periodic assessments/dialogue as to how both
“sides” are living up to compact commitments
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• In what ways does the unwritten compact between our hospital and doctors: Support change and improvement? Serve as an impediment to change and
improvement?
• Should we undertake a process to work with doctors to create a new one? Who do we need to involve?
Back Home Discussion About Doctor-Organization Compact
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Foundation for Engagement
Share a vision
Inspire action with clear picture of
future
EngagedDoctors
Modernize compact
Co-create new gives and gets
Enhance leadership
Develop doctor leaders who
sponsor change
Increase urgency
Turn up the heat
Single method for
improvement
![Page 77: 10 April 2014 Gary Kaplan, MD Chairman and CEO, Virginia Mason Medical Center Jack Silversin, DMD, DrPH Founding Partner, Amicus, Inc Engaging Healthcare.](https://reader037.fdocuments.in/reader037/viewer/2022102900/551665ef550346a2698b534f/html5/thumbnails/77.jpg)
“In times of change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.”
- Eric Hoffer
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Readings1. Bohmer R. and Ferlins E. Virginia Mason Medical Center –
Harvard Business School Case 9-606-044, President and Fellows of Harvard College, 2006
2. Bridges, W. Managing Transitions. Addison-Wesley, 1991
3. Edwards, N, Kornacki, MJ, and Silversin, J. Unhappy doctors: what are the causes and what can be done? BMJ 2002; 324: 835-838
4. Heifetz, R. and Linsky, M. Leadership on the Line. Harvard Business School Press, 2002
5. Kenny, Charles. Transforming Health Care: Virginia Mason Medical Center’s Pursuit of the Perfect Patient Experience. CRC Press, 2011
6. Kotter, J. Leading Change. Harvard Business School Press, 1996
7. Kotter, J. and Cohen, D. The Heart of Change. Harvard Business School Press, 2002
8. Kornacki, M.J. and Silversin, J. Leading Physicians through Change: How to Achieve and Sustain Results, 2nd edition, American College of Physician Executives, 2012