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Tips for Understanding Issues on Any Survey Item
Regardless of the survey item you target, managers need to understand the issues behind the items selected for improvement planning. Using the activities below or other methods, take steps to get to the root cause of the problem, and you will be in a better position to select appropriate corrective action. In addition, using these or similar methods will help physicians feel that they have been heard.
Avoid the Pitfalls of Action Without Adequate Input
In today's rushed environment, we all want to jump into action quickly to save time and get quick results. A popular advertisement once proclaimed, "Pay me now, or pay me later." The same logic applies to improvement planning. If you attempt to bypass understanding issues, you may save time and effort upfront. However, the consequences could be wasted time and resources, unnecessary expense, or even an exacerbation of the problem by taking inappropriate action.
Engage Your Employees in Improvement Planning
Employees need to be a part of the solution and be engaged as much as possible. One way to address this challenge is to create an improvement planning team and/or a group of physician "champions" that will help support the improvement planning initiative. The team would be responsible for interviewing others to confirm prioritization of the identified items and gather input on possible actions to be taken. Their information is brought back to the improvement planning team and compiled for review by the entire team. (See the "One-on-One Exploration" process below.) The team then looks for themes and patterns in the information that has been gathered and creates recommended actions. The process for approving improvement plans depends on the culture of the organization. Your Press Ganey consultant can provide options and insights.
Remember that confidentiality is critical. Comments should never be attributed to a specific employee or respondent.
Exercises for Understanding Issues
Several exercises work well with employee groups. You may find some modifications are needed for your organization based on your organization's culture and structure. Your Press Ganey consultant can help you determine the most effective methods for understanding the issues related to survey items.
One-on-One Exploration Activity
Items from the Employee Domain (i.e., My work unit works well together; I enjoy working with my coworkers.) are often addressed using this activity.
Determine in advance a specific item you need to discuss with others confidentially to understand it better.
Set 30-minute interviews with all (or key members) of your work unit. In each session, tell the individual:
You want his/her help in using survey results to make changes for the better.
Your reason for focusing on a particular survey item.
You are committed to using the information for positive change and to keeping individual opinions anonymous. When reporting or acting on the issues, you will be sharing only the collective information – assure them they will not be identified.
Ask, listen actively, discuss, and record responses to these questions:
When our work unit doesn't work well together (replace as needed with item), how do you know? What does it look like? Provide specific examples.
If you think that our work unit doesn't work well together (or other item), what do you think are the primary issues contributing to the problem?
If our work unit did work well together, what would it look like? How would you know that our work unit was working well together? What behaviors would be different?
For Questions 3a and 3c above, ask the group to explain what behavior the work unit is demonstrating. In other words, what are employees in the work unit saying and doing when they are/are not working well together? (Hint: If you can't see it or hear it, it probably is not a behavior.)
Follow up by sharing the combined feedback with the group, being careful to protect anonymity. Involve them in creating the improvement plan that addresses both the item and the core issues identified.
When the improvement plan is complete, share it with the group and ask for their input. Periodically ask, "How am I doing?"
Envisioning a Solution Activity
Typically, items from the Organization Domain (i.e., This organization treats employees with respect; This organization is respected in the community.) are the focus of this activity.
Determine in advance a specific survey item that best illustrates the issue.
Reserve a private one-hour meeting space with tables for groups of 3-5 people per table.
Create a worksheet (or use flip charts) with the following three questions providing space to answer each.
When the organization doesn't treat you with respect (replace as needed with the item you choose), how do you know? What does it look like? Provide specific examples.
Why do you think the organization doesn't treat you with respect (or other item)?
List 3-5 things you would like to see the organization do to demonstrate respect (or another item). What behaviors would be different?
Present the Task:
Tell the group:
You want their help in making positive changes in the areas of concern indicated on the survey.
Why you have chosen to focus on a particular survey item.
You are committed to using the information for positive change.
Have them complete the worksheet as a group at each table: For Questions 3a and 3c above, ask the group to explain what behaviors the organization has demonstrated to show/not show respect (or other item). In other words, what are leaders in the organization saying and doing when they are being/not being respectful. (Hint: If you can't see it or hear it, it is probably not a behavior.)
If time permits:
Have each group present their responses to all participants
Use a central flip chart to record group answers.
Vote on the most popular suggestions.
If you do not have time for step 5: Collect the responses. Follow up by sharing your written improvement plan for addressing their comments. Ask for their input on your plan. In addition, periodically ask "How am I doing?"