Blazing the trail to a service-driven culture
Pollison, R.
Clinical Leadership and Management Review the Journal of Clma 16(5): 277-280
2002
ISSN/ISBN: 1527-3954 PMID: 12298434 Document Number: 550708
Newton Memorial Hospital, Newton, New Jersey, decided it was time to aim for excellence when Press-Ganey ranked it in the 13th percentile for customer satisfaction. Newton management recommitted to the hospital's vision to be the premier, community-based health-care provider, not just in its area but in the nation. Its Press-Ganey score then skyrocketed to the 82nd percentile. In this article, the author explains how Newton changed its culture for the better by taking eight actions: committing to service, committing to leadership training, committing to employees, measuring only important things, aligning behaviors to the organization, building individual accountability, communicating, and rewarding and recognizing employees. To start the change, Newton chose a new strategic direction that put the hospital's mission into practical terms for management and staff. The hospital also would strive to decrease patient length of stay, to decrease cost per Case Mix Index adjusted, and to increase volume.