Any successful business can only be sustained by the continuous “win-win” outcome of the provider-consumer interaction. The health and care marketplace is the litmus test that determines not only success, survival, and advancement, but also discrepancies in the win-win balance that can deteriorate the relationship and portend for failure. This is particularly true in an era where the patient (customer) experience is growing in importance in hospitals, general practices and allied health providers. Consumer-directed care is also embedded in the funding structures for the aged care sector as well as the National Disability Insurance scheme (NDIS).
Such discrepancies can be due to:
- the experience the consumer has,
- his/her emotional judgment based on that experience,
- provider engagement to identify or ignore gaps in person-centered care and implement or disregard remedies,
- whether there is execution of such remedies in service recovery, quality improvement and policy change
- the culture of quality or service excellence (or the lack thereof) that results in an evolution (or not) of consumer-centered maturity.
Evolution is a maturation into any department or organisation’s vision and mission statement, while the status quo is the path to failure.
Separating the trees for the forest – Measuring What Matters
With so much at stake, many organisations struggle to know what to measure and as well as how to measure what matters. Many are undertaking customer, patient or client survey, with a wealth of data and information fed back through manual or digital channels. Whilst drowing in data, many managers are starving of wisdom; with measurement systems in place, the challenge then becomes knowing HOW to improve the consumer experience.
The answer lies in an individual, department or organisation’s capabilities for improvement. There is a need to develop audits and tools to identify capabilities for improvement and potential pitfalls in the win-win formula. At Energesse, we have spent the last 7 years developing a scientific methodology, underpinned by an emerging algorithm that leverages six categories (each an “e”):
E1 – Experience
E2 – Emotions
E3 – Engagement
E4 – Execution
E5 – Excellence
E6 – Evolution
While this ‘6e’ categorisation may seem as if it were plucked out of life intuitively, it actually has been developed from forensic outcome analyses that best identify gaps in the provider/consumer interaction and best predict their respective remedies. It has the potential to become a ‘gold standard’ methodology for health & care experience improvement, similar to how 6sigma/ lean methodology has become applied to process improvement.
Data accrued via systematic surveys, from all levels in the provider/consumer experience, encompass all of the disparate parameters at work in any complex interaction of care. The tangled web of interactions vs misconnections at patient, provider and organizational level and the arithmetic of synergy vs crossed paths are thus combed and preened. This so that a meaningful input of qualities and quantities of targeted capabilities can be used to construct tangible results that are addressable. Hospitals, practices, aged care homes and disability care centres have significant resource constraints and can’t do everything. Focus and targeting is the key to successful improvements, particularly at the front-line of care, where it matters most.
The many facets of a dynamic, however, can become daunting without perspective. If trouble brewing from a multifactorial dysfunction (e.g. uncompassionate leadership, misguided policy, poor environment) is threatening a down spiral, where does the fix start? If a provider entity is successful, how does one maintain this to prevent the seeds of dysfunction?
Distinguishing the forest for the trees – What Matters Most to YOU
To understand which capabilities matters most to your department, clinic, hospital or center, data from our PXme evaluations are inserted into the Energesse tool to produce a result that can be displayed visually as a snapshot of the general health of the patient experience capabilities and gaps. Any win-win relationship is a partnership, and the data from our surveys canvasses a sample of stakeholders delivering the experience, from administrators to providers to consumer representatives. As such, all members of the “partnership” contribute.
The resulting graphic presentation—the Energesse Patient Experience Maturity Map
—depicts an instantly informative gestalt of the health of the provider/client partnership, which internal capabilties are strongest, and which need the most attention.
The architecture behind the Maturity Map graphic is based on the Energesse Patient Experience Maturity Model, which is a scoring system determined by comprehensive explorations into the provider/client partnership; that is, identifying the specific patient population or populations (target), wards, healthcare facility, or even community where improvement is needed in the experience of care:
One “e” at a time
While e1 = Experience is the first priority in terms of developing your experience measurement capability, each “e” is essential. As such, the above presents an excerpt of the Model only. In subsequent editions each of the 6 e’s will be explored while keeping the motif of the multifactorial whole of a health & care organization always in perspective when it comes to experience improvement.
Such is the value of Patient Experience Maturity Evaluation (PXme) as a starting point and an accelerator towards a more person-centered industry.
To learn more about the PXme, contact my team at email@example.com. We’d love to hear from you.