Complex times
in health care must call for complex solutions, right?
With
tremendous financial pressure to accomplish more with less, incredible advances
in technology and computer systems and overwhelming demands on our time,
clearly a managerial approach as old-fashioned as an “open door” policy would
not suffice in our modern hospitals. In an era where email trumps face-to-face
communication—even for those in adjoining offices—the open door policy seems to
be vanishing.
While I
struggle like everyone else to keep up with the constant barrage of email and
time demands, I have consistently refused to shut my office door. The results of my “open door” policy have
truly paid many more dividends than one might imagine.
Physicians,
lots of them, stop by to talk. Frequently, they express frustration (and
sometimes anger) about problems they have encountered while caring for their
patients in the hospital. Although some CEOs may view frequent unannounced
meetings as an annoyance, those meetings provide great opportunities to address
problems and build rapport with physicians.
Sometimes the
physician and I will go together to the source of the problem (for example, the
emergency department or surgery), and get things resolved right there. The
result: a better outcome for the patient and one less frustrated physician.
Or maybe the issue
involves me doing some “homework.” I tell the physician that I’ll investigate
and get back with him or her the next day. When I follow through on the matter,
take the actions that are required and communicate back with the physician as
promised, good things happen:
I resolve another issue.
My action demonstrates to the physician and the organization that I care about the patient.
My credibility with the physician increases.
On other
occasions, physicians will stop by with questions about rumors, to express
confusion about certain policies or procedures or to inquire about why a
certain decision was made (by the board, executive committee or
administration.) Each occasion presents a positive opportunity to “set the
record straight” or correct a misperception that potentially could fester and
cause animosity toward administration or the hospital. Again, good things
usually result from direct communication.
If you decide
to adopt an open door policy in your own hospital, you can expect a handful of
additional positive outcomes, including the staff and others will see that you
are engaged and not isolated. When staff can see you working through a patient
care problem they will realize that you understand them, support them and “have
their back.” Finally, your physicians will appreciate that you are there for
them and their patients.
A few words
of caution: If you establish an open door policy, prepare to be tested. You
will undoubtedly hear a lot of things that you probably need, —but don’t
necessarily want, to hear.
Follow
through is vital. Failure to do so can damage your credibility and trust within
the organization. The process can be time-consuming, frustrating, humbling and
challenging. Yet, if you stick with it, you will discover a lot of valuable information
you may not have known about your organization—and the patients will be better
served for your efforts.
Even in
complex times such as these, isn’t that really the bottom line?
