All About Nursing (15) Jason Wolf

You're listening to the BBM Global Network with 25 years in broadcast audio and video production. Our passionate team creates content and marketing for the world of Internet Talk Radio. If you've got a passion, come join us at BBMGlobalNetwork.com. The BBM Global Network, your voice is now heard.

Welcome to All About Nursing with your host, Dr. Joyce Vacherlin, executive nurse advisor, Dr. Vacherlin, who will present a significant role in nursing play in providing health care in a multitude of health care settings. Listen to some of today's key nurses who work in practice in academia settings and talk about the challenges they face in today's modern medical world.

Welcome to the host of All About Nursing, Dr. Joyce Vacherlin. Good evening. I'm your host, Dr.

Joyce Vacherlin on All About Nursing and we're live on the BBM Global Network in TuneIn Radio. This evening, we will be discussing the wonderful work the Beryl Institute is leading related to optimizing patients' experiences in many different organizations. In addition, we will discuss the critical role nurses play in the newly launched Beryl Institute Nursing Executive Council. I'm delighted to introduce my guest this evening, who is Dr.

Jason Wolff. Dr. Wolff is a passionate champion and recognized expert on patient experience improvement organization culture and change and sustaining high performance in health care. As President of the Beryl Institute, Jason has led the growth of the organization into the leading global community of practice and thought leader on improving the patient experience, engaging over 55,000 members and guests in more than 70 countries and establishing the framework for the emerging profession of patient experience.

Jason is the founding editor of the Patient Experience Journal, the first open access peer review journal committed to research and practice on patient experience improvement. He is sought after as a speaker, provocative commentator and respected author on numerous publications and academic articles on culture, organization change and performance in health care, including two books that he has published on organization development in health care and over 25 white papers on patient experience improvement. He has received the American College of Health Executive Award in 2018, the Dean Connolly Award for his article, Patient Experience the New Heart of Health Care Leadership that was published in spring of 2017, and is the issue of frontiers of health services management. So obviously, you can tell that I have a very qualified individual of me this evening.

So welcome again and thank you for agreeing to be on the show, Jason. I would like to start by having you just to describe a little bit about. Oh, wonderful. Thank you.

I would like to start with you sharing a little bit about what the Beryl Institute does and your role and how you became interested and involved in doing this. I think I apologize for the reason I lost it a little bit, but I think the question really is around who we are and why this is important to us. That's just going to confirm. Yes, that would be great.

That's great. I truly just appreciate first of all the opportunity to be with you. For us and the work, I think that we have done together and I think for the role that mentally and nurse leadership plays, but I think everyone in the delivery of care really being critical to this broader conversation. On the experience and the patient experience in healthcare.

The Beryl Institute, we are a global community of practice and over the last eight years. We've had the opportunity to grow a community of individuals and organizations literally around the world now over 55,000 people in our community and over 70 countries with a shared commitment to the practice of the improvement of experience in healthcare and beyond just that of patient experience from the way that people traditionally think about the term really around the broader human experience, how the experience we provide not only for those receiving care and the family and support networks that support those, but also those delivering care and those leaders driving the delivery of the community. So can you share a bit more about what the Beryl Institute is working on to help improve the experience of the patients that the patients have when they come into our organizations? Yeah, you know, it's really been profound for us over our course of life is that, you know, as a community of practice in bringing together people from around the world, what we've really been able to do is uncover where people are doing excellent work and elevating that work and creating a web of collaboration to ensure that we can understand what practices are driving the patients.

And we think about this from the standpoint of experience. I think it's important that we understand from our lens what we mean. This is not simply a conversation on satisfaction or how happy people are in care. When we think about experience, we think about it from an integrated perspective that the experience anyone has in healthcare system is about quality is about safety is about the service they receive is about the cost of that care is about their access and the outcomes that are driven by it.

And so through our work at the Institute, we have truly worked to try to elevate that discussion as an integrated perspective through not only the sharing of practice among our members and among the broader healthcare community globally, but then to really dig into research around what are the levers and drivers of that capacity. I know hopefully later on, whether chances speak a bit around the research we've done recently on consumer perspectives, but we've also been able to elevate the practices that people are putting in place to drive the best experience in our own organizations. Ultimately, I think leading to outcomes as we talked about both the clinical excellence outcomes, financial viability for healthcare organizations, the loyalty of those patients and families that choose them. And ultimately the community reputation that those in healthcare is fired to as they look to provide the best for the community.

They serve as well. You know, when I think about patient experience, I think about the fact that we're caring for people when they're most vulnerable. And we certainly have metrics and things like that that we're responsible and accountable for hitting. But at the same time, not losing focus that a lot of this is also about making that connection and just really caring about the people that you actually interface with.

So I was just curious, Jason, how long have you been leading this kind of work? Well, you know, it's funny people ask me that a lot. There's a couple answers to it. The Institute itself, we will be eight years old this fall as an organization, as a membership organization where we have engaged people globally.

I think in some ways I've been doing this work for most of my life. Interestingly, we've been up on a train diplomat term organizational change person within healthcare, looking to drive quality safety service improvements, integration and collaboration by Diaz-Pir-Wow. And what really came to a head for me personally was the opportunity for us to elevate a collaborative versus a competitive environment in healthcare. The reality of I think how well we have educated our caregivers, our providers to share, we didn't necessarily do that well operationally because everyone was competing in particular in the United States over there, you know, zip codes and volume and those sorts of things.

And as we have seen a shift in value, you know, for me, this has been an incredible trajectory to watch in the last decade plus the eight years here that I've been at the institutions we got started. And then prior about eight to ten years within the HCA healthcare system, looking internally at how healthcare mechanisms really operate and how they drive not only our capacity to create excellence in healthcare delivery, but also in what that means for the people that receive care. So it has been a rallying cry for me, probably inspired by a grandfather who's a pediatrician and a grandmother who was one of the very first diagnosed case of Alzheimer's. And I saw both the greatness in healthcare delivery can look and actually how hard it is to watch 11-1 treated as if they didn't exist as a human being.

And so those are inspiring moments. I think many moments that lots of us in healthcare share to drive us towards why we do this work in the first place. It's absolutely correct. And that response, because I've had other people on the show and people have talked about the something that happened in their life that just really made them realize the importance of being engaged and helping to figure out how to do a better job of taking care of people.

And I know my story personally is deciding to become a nurse at a very early age as a result of the experience I did have as a five-year-old after being hit by trucks. I think that this is very much hit home with a lot of people that are in healthcare. So this is all about nursing and I'm Dr. Joyce Batchelor.

We're live on the BVM Global Network and it's time to take a short break. Dr. Rob Moyer is the director of the Ocean River Institute and he is passionate about saving the ocean by helping dolphins suffering from nitrogen pollution. Nitrogen is a dangerous balloon affecting our oceans, altering ocean ecosystems and contributing to global warming.

The Ocean River Institute provides opportunities to make a difference and encourages people to go the distance for savvies through a chip of a greater and bluer planet Earth. Partner with organizations from Massachusetts to Florida, Alaska to the Caribbean, the Ocean River Institute's mission is to foster involvement in conservation and environmental monitoring by facilitating grassroots efforts at local and regional levels. Hello, I'm Rob Moyer of the Ocean River Institute. Please visit our website at OceanRiver.org.

Sign up for free alerts. You may call us at 617-661-6647. Our email address is info at Ocean River. They come informed and then act with us.

Thank you. America is out of control. Today's capitalism and the approach to money is in fact the symptom of a more widespread pattern of excessive behavior. In his book, The Culture of Excess, How America Lost Self-Control and Why We Need to Redefine Success, Clinical Psychologist Dr.

Jay Slosar, Portrays in America where excess fuels would drive to succeed. Dr. Slosar examines the cultural factors that lead to excess ranging from obesity to fraud to pervasive budget deficits. His book examines the powerful economic and social factors and their impact on our psychological well-being.

Dr. Slosar explores the psychological impact of increasing narcissism, perfectionism, self-destruction and our identity confusion. He offers recommendations for helping generation me become generation we. Those who resist Slosar's message will want to avoid his discussion of regulation and his recent message that at this point, democracy must be more important than today's capitalism.

Get his book now online or by visiting thecultureofexcess.com. Welcome back everyone. You're listening to All About Nursing, live from the BPM Global Network in Tune In Radio. I'm Dr.

Joyce Batcher, the host of the show. Before the break, Jason was telling us a little bit about how he became so involved and passionate around the work that he's leading related to improving patient experience. So Jason, maybe you could tell us a little bit about the work that your group has been doing when it comes to really understanding what the consumers perspectives are on patient experience. Yeah, I appreciate the question.

You know, and from our perspective, as we let off, I think you were, I think, rightly so touching on how in healthcare the magic, I guess, the magic is off. And all of it is that we are human beings caring for human beings. And so I think for a long time in healthcare, we talked about being patient centered and patient centric in all of these things, which in many ways, if we're honest with ourselves, is still kind of a provider centric term. And what we really wanted to find out was what really mattered to people that are experiencing healthcare systems.

Not just patients in bed perspective, but the folks that you see passing by you on the street every day, the folks you walk by that you don't know what's happening in their lives. So we made a kind of a bold step and wanted to ask just consumers in the market what they felt about healthcare and about experience in general. We actually looked not only across the states, but we looked across five different countries to get both transnational perspectives and cross-generational perspectives as well. And I don't think it'll be surprising.

It hasn't been surprising, but I think it's reinforcing and actually I think reaffirming that the top things that consumers have were most important to them in their healthcare experience was number one being listened to, just purely listened to, being communicated to in a way that they can understand. And then that they ultimately were treated with courtesy and respect. And you think, well, that's not shocking. I mean, lots of ways, the fact that they have to elevate that now becomes an issue.

And the reality is, and a lot of times we lose that in the day-to-day chaos of healthcare. I think it's been a very healthy reminder. So looking at those top three items for consumers and then coming into it, the fact that they wanted to feel confident in some caregivers' abilities. So they wanted to see quality and they wanted to see expectations of quality fulfilled in a capacity to know that their information was accessible and they had processes that they connected to the healthcare journey they were on.

All incredibly important. So looking at those top three things, I think it does set up this conversation in a profound way coming back to the human beings caring for human beings. It's interesting that you raise us really listening because I think many times we not only don't listen to our patients, we don't listen to their families. And they really do know how to take care of their loved one better than anyone else.

And I think that something that we consistently are trying to remind our caregivers is to really allow them to share what they really have been doing for their loved one, as well as participate in that care while they feel like they're really doing something that's beneficial to their loved one. So how do you go about trying to raise these issues and organizations you work with in terms of listen, make sure you use terms that people understand how to be courteous and respectful? What kinds of dialogues you have with organizations because as you said, it seems simplistic, but it's not. Yeah, I mean, I mean, that's the reality.

I think, you know, for many questions I ask people, especially in health care audiences, how many people here know that eating right and exercising is good for you. And everybody raised their hand. But then we asked how many people did that in the last 24 hours in half the room puts their hands down. I mean, so there are lots of things that we understand in particular from the delivery of just the fewer humanity of health care that while we understand it, it's not always the easiest or the simplest thing to do.

It's actually something I've kind of dubbed the performance paradox that even though it's simple, clear, understandable, it's not always easy, trouble free, and painless. And I think what's interesting is the consumer told us we need to make sure it is because not only do they say those things were important, but what we learned in our study was that if we did those things that were important to consumers well, they shared the stories about what we did. And in fact, you know, what we asked them and what they told us was that regardless that they go to a bad experience, people are sharing their stories. And those stories themselves are becoming the decision maker for people in health care today.

When we asked them how they're driving their own health care decision making, they're saying it's through the recommendations they receive from others, through the stories they're telling. So when you begin to think about the reality of the health care marketplace, and I think how competitive it's being in this lens of truly consumerism, the fact that we have a choice to take action in creating an experience focused environment. If we do that, the stories that people tell will reinforce the choices that people make and enable us to be actually more successful, vibrant health care organizations and provide any outcomes we look to provide. So it's not, I think to your point, it's not just about the nice things to do.

It is the foundational principles of delivering the best outcomes in health care, and we have to kind of re-prioritize ourselves away from simply checklists of to do to the humanity. And that, like I said, the human being, being, being aspects that really drives our capacity and health care every day. It's interesting as you're talking, I'm thinking about one of the changes that we had tried to implement was having our staff ask the patient when they begin their shift. What's the most important thing I can do for you today?

The resistance that we encountered was extreme, and I couldn't understand that initially. But I think they were worried that patients would ask for something that was just going to be unattainable for them to accomplish. And what they found when they really asked that question were very simple kinds of requests. Like, could I please have like at least an hour where I get to rest and know and interrupts my rest time?

Is it possible for you to stay here and hold my hand? I want to do a prayer this morning, or something like that that meant the world of difference. And the interesting part is that the staff could go home feeling good about the fact that they had done something that they knew was the most important thing for that patient. And that sounds like you would think that it just really took off and we really were able to instill that practice consistently.

And I had to tell you this, but it was not easy to do in spite of the fact that the patients really liked it. The staff felt good about it, but it was just changing that culture to have them do something as you're saying. It may sound easy, but it's much more complex than that. I think.

Is that been your experience when you work with organizations? Go ahead. Has that been your experience? Do you want to work with organizations?

I'm sorry, I was going to say that's really the essence of I think that performance paradox that I was mentioning. That's really the idea of that we might know it to be simple, clear, and understandable, but it isn't at all easy trouble for you payments. It is like when you go to the gym and work out, you build muscles and you have to consistently do it. And I think where we have fallen down is exactly what you experience right when it feels like we've made the human caring piece of healthcare something else to do, then fundamentally what we do.

And we've asked our nursing staffs, we've asked our clinicians, we've asked the folks that provide non-clinical support in every environment to really do a million things. So when you feel like there's something else in their checklist, one more instantaneously creates resistance. So yeah, it's important. Well, thank you for that.

We're coming to you live from the BBM Global Network and tuning radio for all about nursing. I'm Dr. Joyce Batchler and we will continue this conversation when we come back. Psychologist, master certified coach and CEO of the Executive and Organizational Development firm, True North Leadership, Dr.

Natalie Nadler brings his expertise in emotional intelligence to keynote consulting, coaching and training. He is the author of leaders' playbook and leading with emotional intelligence that lays out tips and tools for effective leadership. Dr. Nadler has designed multi-day executive boot camps for high achievers and Fortune 500 companies and has coached CEOs, presidents and their staff, and developed and delivered innovative leadership programs for such organizations as Anheuser-Bush, BMW, MCI, EDS, DreamWorks Animation, the US Navy and Vanguard Health Systems to learn more and get your free iPhone app highlighting his tools with videos, Leadership Keys, visit www.truenorthleadership.com today.

Joseph A. Moreland is the owner of Ion Health, which specializes in very unique medical devices. Ion Health offers biomass, alkalife and frequency machines. Biomats are a far-infrared and negative ion emitting FDA-approved medical device.

With many different sizes available, you can place them on your bed, on a massage table or on a seat in your car. It is an unobtrusive way to help. Alkalife machines are water ionizers that cleanse and raise the alkalinity of your tap water, making high alkaline water. Frequency machines utilize certain frequencies to kill viruses and bacteria.

These devices are safe and effective. Coming from a health conscious background and studying physiology at the Academy of Natural Health, Joseph A. Moreland has 15 years of experience in the health field and wants to help you live a healthy long life. Visit www.ionhealthbioemats.weebly.com or call 765-520-2988.

Don't let your health go astray. Get in touch today. I'm your host, Dr. Joyce Bachelor on All About Nursing.

We're live on the BBM Global Network and Tune in Radio. Before the break, Jason was telling us that the Barrell Institute had done a report really looking at what was important from the consumer's perspective and listening out that it was really listening, being listened to, being able to understand what health care providers are discussing, and then treating them with courtesy and respect. We were starting to explore how this can be challenging, though, even though it sounds simplistic to really implement consistently in organizations. So, Jason, can you tell us a little bit about what organizations can do to improve the patient experience from your all the work you're leading?

Okay, so I believe we lost our guest momentarily, so I will continue on with this discussion. I was going to have Jason talk a little bit about what organizations can do to improve patient experience. And I think one of the challenges is really trying to make sure that providers really remember that it's important to do the things that Jason has described in terms of really listening and being sure not to use a lot of acronyms and words people don't understand and to really treat people with respect. And that really does vary depending on who you're working with and being sensitive to a lot of cultural diversity and different sorts of practices people may have.

And I think all of that sometimes just gets lost because of the hectic nature of the health care environment. There have been a lot of changes with electronic health care records being implemented, and many times people are focusing perhaps too much on trying to check all the boxes. As Jason was describing to make sure that they complete the documentation and they get so focused on the computer being done correctly that they forget to even look at the patients in the family. And it's challenges like that that I think we're trying to raise an awareness.

And also I think I used to struggle with people being more aware of, I know you've been sleeping all day and it's great that you are seeing your friends but it's 11 o'clock at night. And while you're having a good time because it's the beginning of your shift, patients and families are really trying to sleep. And trying to control noise for example, a night shift has been something that I know many organizations have worked on. And again, it's because we can become so accustomed to our environments that we forget to think about it from the patient's perspective, which is really, really, as you per Jason describing, what we're trying to change.

I think the other thing is that we still have a need to get comfortable that sometimes patients and families will come in having researched the disease process or the surgical procedure they're going to have or whatever it may be. And they've been on the internet and they've done a lot of reading and they're very, very knowledgeable. And sometimes people might be a little intimidated by that because in fact the patient or family may have more knowledge because of that kind of rigor that they've done. And I know I've always coached staff that it's okay, embrace that.

It's wonderful and get comfortable with, gee, you seem to have a lot of knowledge on that. Maybe you could share a little bit more with me and then what kinds of questions or concerns you may still have. And even if I don't have the answers, I know who I can speak to to help get those answers for you. And so it's probably again easy to say, but when you're a newer nurse or a newer pharmacist or a newer healthcare professional, whatever role you may be playing in, it might be that people get a little more intimidated rather than feeling comfortable and embracing that.

And from my experience, I'm seeing people coming in much more prepared around the decisions that they're making, and especially since there's now higher co-pays in deductibles that the individuals are finding themselves responsible for and really wanting to know exactly what's going to happen in the organization and how much it will cost and what their responsibility is going to be. So I think that again, getting people really comfortable with including patients and families is just really, really important. So Jason, do you have examples of challenges or barriers that organizations are facing as they're trying to really implement the right kinds of things to create the right patient environment? Yeah, I mean, and I hope you can hear me.

I apologize for that. I'm not sure the joy of constantly moving around the patient's experience. As I was sharing before, the foundation of this experience effort for us, in particular, the barrel institute has been based on the definition of self-opation experience, which I was beginning to talk about it when I probably got them to often. It really is the fact that at the heart of experience and the definition of experience is the sum of all interactions shaped by an organization's culture that influenced patient perceptions across the continuum of care.

So often what happens is we've applied the tactics on top of the week's foundation. And so when people ask that question around, what can you really do to impact the patient experience? It is around the foundational elements first. Are we working on the kind of culture that can deliver on clinical and quality tax funds?

Can we deliver the right kind of culture that provides the best interaction among care team members and to patients and families we serve? And so often we've layered on what we believe the tactics to be. Let's teach them customer service skills or just apply rounding as its own idea or let's do these sorts of things. And what we've discovered is that if you don't build a foundation first, and that really is the example that I believe we can do to see.

If you don't build that foundation first of what it means to be a kind of organization that wants to be focused on experience, you can ultimately never achieve the outcomes you're looking to achieve. You know, it's interesting you should say that because I used to always ask staff that a simple question is what do we want our unit to be known for? Or what do we want our organization to be known for? And I think that you have to remind them of what the mission of the organization is and the fact that how they behave and treat others, each other meaning help your provider as well as our patients and families is really how you're going to become defined in terms of how people are going to describe you.

As you were discussing earlier, the kind of stories they're going to share when they leave your organization with others. So we're right now we're coming live to you from BBM Global Network and Tune in Radio. This is the All About Nursing Show and I'm Dr. Joyce Bachel of the Host of the Show and we will be right back.

We're in a SONCE woman, Trailblazer, Maverick. Those are just some of the words to describe to Chandra Poulard, owner and CEO of House of Virgo Entertainment, LLC, a woman minority veteran-owned entertainment company based in Washington, D.C. Ms. Poulard served 10 years honorably in the United States Navy and departed from active duty to pursue her dreams of becoming an entertainment mogul.

House of Virgo Entertainment offers scriptwriting, producing, directing, DJ services, editing and more. They cater to businesses, corporations, college students, working professionals, aspiring artists and nonprofit organizations and employ veterans at the Armed Forces. To Chandra Poulard is pioneering the way we view media and taking her brand global. Visit her at www.houseofvergoentertainment.com or call 281-515-3740 and LIKER on Facebook at House of Virgo Entertainment, LLC.

Certified professional coach Pamela Reeves can help you with your relationships. Motivational and image coaching are just some of the ways she can help you enhance all aspects of your life. Her book, Is It Love or Merely a Sick Attachment helps readers clearly distinguish healthy, loving relationships from toxic ones. Ms.

Reeves has put her words into action through Ray of Hope, Kenya, an international initiative that provides outreach to victims of abusive relationships there with a goal of helping them rebuild their lives and the tools to avoid abuse. Ms. Reeves operates various business interests through her umbrella network, Nella, LLC, and credits her success to her diverse work experience, whatever your goals, whether striking a balance, reinventing your image or simply lifting your lifestyle, Pamela Reeves will help you achieve them. Your life, your call, dial 410-402-5715 or email Pamela at pam.org.org.

She's also on the web at pamreaves.com and on Twitter at Pamela. You're listening to All About Nursing Live from the BBM Global Network and Tune in Radio. I'm Dr. Joyce Batcher, the host of the show.

We were discussing prior to our commercial break the kinds of challenges and barriers that organizations are experiencing to really have great patient experiences occurring on a day-to-day basis. So, you know, Jason, maybe you could tell us a little bit about how do you impact the culture of an organization? What is the role of leaders in terms of helping to really set the right tone to be able to really achieve the kind of excellence that you're describing? Yeah, it's a great question, Joyce.

And I think, you know, more often than not, and it's really interesting from our data, not to be data geeky here, but again and again, it comes up that the idea of having a leader being able to hold the framing for a commitment to experience is critical. So, it's leadership across the C-suite of an organization, but it's also leadership at the front, you know, at the point of care. And so, the capacity to not only say it's important, but actually live it out and model that it's important as well. You know, I was fortunate to write a piece recently with Vicki Newherhauser, who's the Dean of the Nursing School at UT-Natsville.

And we're looking at this from the perspective of what does it really mean for a nursing executive leadership, but really, I think, how that translates across the roles of the executive leadership. And the places that have been effective at experience outcomes come back to what we were sharing before. They have really been committed to not only a conversation on experience as something that's a nice thing to do or about making people happy, but it is about who an organization wants to be. And it's about the story that they want told about them and the communities they serve.

And it's about aligning people in the organization to that narrative in a way that it's not just a risk of things to do, but it really is allowing behaviors to the story you want others to tell about you. And the strongest leadership efforts have been around holding that framework in place, really building it up, sustaining it and reinforcing it through both expectation and action. And that is, to me, first and foremost, the thing we need to think about to ensure consistent success. You know, as you were speaking, I was thinking to myself that it's also important for leaders to be role modeling those kinds of caring behaviors and respectful behaviors when they deal with other leaders.

And other professionals that they are countering. And so because people do watch you, at least my experience has been, you get watched a lot more than you might imagine when you enter into these leadership roles that people seem to be paying attention to everything you do. So I was just curious, you know, is there some tips that you could give to leaders in terms of things that really had helped to make it more of a consistent approach as you've been describing to really get that accountability in place? Yeah, I mean, I think it's a great question.

And I think the reality for leadership is I think all too often, and I think as you experience and I've seen others, I mean, we can't do that. And I've seen others. I mean, as leaders, we have to move lots of pieces on the board on a consistent basis. And what happens is when we make things just something to do, it's easy to have it be something we won't do.

I mean, like, to be honest, I mean, I'm the son of a nurse. I mean, I understand, you know, and I've heard the story, you know, that's the next thing or that's, you know, this too shall pass. Or that's the flavor of the month or whatever the language is in terms of, I'm here to do my job clinically and I'm here to provide excellence for those that I care for. And so where I think that resistance comes from, as we were talking about, the inability for leaders are so, let me reverse it for the affirmative.

We need to build the capacity and leadership to sustain this as a bigger concept than just the delivery of checklists. That this is who we are going to be as an organization and how we define ourselves in driving the kind of organization we want to be. And leadership in particular has that responsibility. And I say that, not just like I said, it's from the top of an organization, but from those folks leading all of those points of care.

Because those, to your point, are where people look for role models. What is my charge nurse? What is my department or unit manager doing? And how are they engaging with people?

Or how are they challenging up? And so to me, it really is around getting clarity and framing like we talked about and then consistently, and consistently reinforcing that through both word and action. And so I wish I could say it was one little tip or one little trick, but it really is something about a consistent training that's bigger than just another thing to do that's got to be fundamental. You know, I have worked as a patient safety officer in a prior role that I had.

And one of the things that we really were trying to implement consistently was becoming about using the high reliability principles. And I've always been struck that if we did that, and there's like four of us in a room, that there's 400% accountability that I'm accountable for myself and the other three people in that room. And so if you see something happening that is not in concert with the kind of patient experience and culture that you want, that we're willing to speak up and help correct that situation in real time. So I think you're right.

And sometimes all of us are human and we may say or do something that's kind of tacky or something that wasn't correct, but even the power of going back and apologizing for what might have been a moment of poor dialogue or people saying the wrong thing. So, you know, I used to always say, I wish I had been writing an email instead of blurting something out that I now have to go back and talk to people because I made them mad when I said it. So I think, you know, having that kind of environment where it's safe to also say, okay, Jason, I think maybe you need to step out of the room with me right now so that you remove the person if you see that there's something negative going on. But those are harder to implement and have people feel safe that they're going to be supported and on the units and the departments that they work with.

Have you seen that in some of the organizations you interact with? Yeah, I would just say, I agree wholeheartedly. I think that that level of accountability does come from creating an environment that self-sustains. You know, people have, actually, it's, you know, again, not to do that, but my primary research has been on sustaining high performance in healthcare.

And central to that is the ability to create strong individuality because we have to have skill sets and healthcare that matter with an incredible sense of connection to the team. And that means exactly what you're saying is we can create the environment in which people are willing to speak up and to be kind of champions for the expectations of the organization. And I'm not talking about the laundry list, the behavioral expectations that sometimes we apply, but I mean, the real expectations, like what kind of organization we want to be, then you can truly create that sustained reinforcing actions. And it does take, to your point, the capacity and building the muscle in people at all levels of the organization to not only manage peers, but manage up and down and around across units and across departments to really sustain that broader narrative.

And so I agree with you a little harder thing on that. I think one of my favorite things is when staff would tell me, well, that's a really good nurse. And I'd say, well, but this person just behaved in the following negative way. Well, yeah, no, clinically, they're really good though.

And so they don't really want to address the issues with that person. And it's like, you can't tell me this is a really good nurse if the person isn't doing all of it in a really well-defined manner. And so I think that people sometimes have some excuses as to why they'll behave. They'll allow certain behaviors because they know the person's really strong clinically.

But as you and I know, that's still an issue that needs to be addressed with the individuals. So this is all about nursing. I'm your host, Dr. Joyce Batchler.

We're live on the B-Benglop and at Oregon, too, in radio. And it's time to take a short break. For over 50 years, Evelyn Stupula has been a loving advocate for people with disabilities throughout the state of Pennsylvania. President and founder of Big Heart Bridges, her organization actively campaigns for legislation and support of civil liberties that meet the needs of disabled individuals with housing, transportation and employment.

Miss Stupula has joined forces with a variety of esteemed organizations that advocate for the disabled. She serves on the board of the United Cerebral Palsy of Pittsburgh and the Governance Cabinet and Advisory Committee for people with disabilities. And she is a consultant for the Pennsylvania Governor's Conference for Women. Her many efforts have led to the implementation of a transportation program for the disabled with the Access Paratransit System of the President.

Evelyn Stupula strives daily to serve the interests of the disabled, to protect their freedoms and enable them to live normal public lifestyles. To learn more, please call 4121-2491-26005 or email Evelyn at ers9265-atburizon.net. Welcome back everyone. You're listening to All About Nursing, live from the B.D.M.

Global Network in Tune & Radio. Welcome back everyone. You're listening to All About Nursing, live from the B.D.M. Global Network in Tune & Radio.

I'm Dr. Joyce Batchelor, the host of the show. Before the break, we were discussing the work and the importance of how leaders take up their role to really create the kind of culture that holds people consistently responsible for the experience that they have for patients. I think it's been very exciting to learn all of this.

I'd like to shift just a little bit. Jason and have you talk about the opportunities that nursing has to really advance the agenda around patient experience and the recently formed Beryl Institute Nursing Executive Council. Can you tell us a little bit about why you've recently launched this? I appreciate that.

For me, I think there was a realization for a while. This is both from, you know, not the bias that I had, a step-on who was a nurse or a grandfather who was a pediatrician who had to pick between doctors and nurses. I think it was a very important thing to talk about. I think that the first thing that I had to talk about was my experience in the operation of healthcare and seeing where a lot of the leadership decisions really were driven and also understanding where the largest workforce resides in healthcare.

But all those factors aside, I think that for us there was a moment in a momentary and a significant realization as we looked across the various roles that could play an influence on driving experience, both across the leadership level of an organization and down through the veins of an organization. And so, I think that the first thing that we did was to talk about the nursing experience, the first thing that we did was to talk about the nursing experience, the first thing that we did was to talk about the crisis workforce, how to effectively do that. And for us, it really led to the discussion of why we get nursing executives in a room to begin to talk about this, what it means to them, why it's important, what role they play. And so, from our lens and from the feedback of those individuals that we had the honor to speak with, I was incredibly enlivened and amazed by the reaction.

I think there was almost a, why haven't we been asked before reaction from the nursing executive level to say we really do care about this. We are champions of the experience for all we care for and for the individuals that serve this organization. And so, that really sparked this beginning of a nursing executive council for us at the Beryl Institute that could begin to elevate and expand the dialogue. So, with a core group of individuals, and we're honored to have you among them, the capacity to begin to have discussions on what not only nurse leadership can do, but what leadership can do to impact this discussion and how through this critical role, can we begin to elevate, educate, and expand the dialogue of experience and healthcare and a very strategic matter.

And that is, I think, exemplified by the creation of this council, but the council represents to me the capacity we have across executive offices and healthcare globally to have this kind of discussion. And I've been fortunate last year to stand on five comments talking about this experience conversation. And everywhere I go, I found one of the greatest champions in those nurse executive leaders, because they think they understand the dynamics that take place to deliver on the greatest of care. This is not to say that CEOs or COOs or CFOs or any of the other, you know, these sweet numbers don't have any accountability to this or shouldn't be framing it as well.

But there's a special role I think nurse executives play and for us, it was fundamental to begin that conversation and listen and then begin to carry that conversation forward into action. And that's really what founded this effort and what's really driving us forward from this point. I think that's awesome. And I'm thrilled to be a part of it.

And look forward to continuing to work with you on this. I'm just curious, what would you like this group to really accomplish? Yeah, I love that question because it's so open ended and I don't want to use up all the rest of our time talking about it. But, you know, for me, I think there are some very critical fundamental points.

One, I think it's the elevation of the experience discussion to the strategic level of organizations. We have, I think, in the history of this effort in early roots of what was prior to what was dubbed patient experience really created another tactical line of effort. And I think as we talked about earlier in the data sets that we're seeing from organizations and from consumers, from the fundamentals of human beings, human beings, human beings, broader definition of experience with an integrated focus. But I believe the council can do, and I think the nurse executives that will connect with this council as it grows, is elevate this conversation to an encompassing and integrative conversation in healthcare.

And so, first and foremost, the whole that strategic candle and brighten it with every opportunity. And then from there, determine what specific things we need to do to help people learn at all levels in an organization to play into that strategic frame. So, for me, it is really an executive partner, council in a way, to elevate what the institute, we can say from our objective sort of neutral position, to the voices of people that live this work every day and can translate that in a way that really makes a difference. So, about elevating the strategic frame and translating, identifying and translating the work into action, I believe this kind of has huge potential for accomplishing that in healthcare systems around the world.

That's what most excites me, and I think that's where I even see the energy coming from the participants in terms of what's potential for us. I've been struck too that there may be opportunities to work with our academic partners as they're really helping to train our newer nurses, or someone becoming a new nurse as well as nurses going back to school. One of the things I used to wish for when I was in my former system, CUNO role, is to have a going back to basics campaign, meaning that when I started in nursing, you were taught to go into the patient's room, always make eye contact, talk to the patient, tell them your name, touch the patient to make a connection, and to have a person understand that you're really there to listen, and they're the most important person right now. And I sort of struggled when I would see people walk into rooms and just start to do things, never explaining to the patient who they were, why they were there, and what the patient could expect.

And so, it just seems like that's another opportunity, is to be sure that as we're training nurses, we're also not forgetting to really have them understand the importance of that human connection. This is all about nursing. I'm your host, Dr. Joyce Batchelor.

We're live on the B-B-Gloven Network Intune Radio, and we will continue this conversation when we come back. Do you battle with weight loss? There is a solution. Founder of Weight No More Consulting, Deborah Simons, can help you lose weight safely and effectively through weight loss surgery.

I know, I had the surgery two years ago, and I am 135 pounds lighter and medication free. This will serve as weight loss centricators to your every knee as you navigate to a healthy weight following surgery. Servicing all of Canada, Weight No More Consulting takes pride in its compassionate care, and guides you through each step before and after surgery. Starting with informational meetings, Weight No More Consulting educates each potential client before they decide to have surgery on the health risks of obesity and the various weight loss surgeries available.

After surgery, Weight No More Consulting provides a solid support system with ongoing meetings to ensure continued success. Deborah Simons and Weight No More Consulting are committed to promoting your health and wellness through maintaining a healthy weight for life. Wiggy Wags brings harmony back into your home for male dogs and their owners. Inventor and Entrepreneur Linda Jangula has created the disposable doggy diaper wraps made with the male dog in mind.

The built-in, Wiggynability prevents rationing and other potential health issues for your dog. Each wrap comes in four sizes and has dual reattachable magic tabs for easy adjustments. And each size has a 7-inch logo strip for adjustability, so they are comfortable and easy to use. No more fuss, just leave the mess to us.

Whether you're in or out, your dog will be free to run about. Stop cleaning and start enjoying your home, and you can even leave your dog alone. To order your Wiggywags, visit wiggywags.com, or to find out where to buy Wiggywags in your town, visit mindwiggywags.com and start enjoying having man's best friend around. I'm your host, Dr.

Joyce Bachelor in All About Nursing, and we're live on the BVimGlew app at Work and Tune in Radio. And prior to the break, we were talking about the newly formed Beryl Institute's Nursing Executive Council and the kinds of things that Jason is hoping that group is going to accomplish. I think it'd be great if we could spend this last segment having you talk a bit more about the future of the Beryl Institute and the broader picture in terms of what you're trying to really impact the patient experience since you are, in fact, doing such a major role in many different countries as well. Yeah, I appreciate the question.

I've always joked that we've really seen no boundaries to the experienced conversation. And like I mentioned, standing on five continents last year in conversations and in significant discussions now with various organizations around the world that are really focusing on this is an important idea. What I love about that, and for me the future vision is, and we just recently, we want to talk about tonight's release and experience framework that kind of talks about A-strategic lenses that ties together the entire experience landscape globally in a way that we can link our actions, link our efforts and share our ideas. So from the islands of Asia Pacific to the mainland of Europe, to South Africa, to Australia, to Latin America, we're seeing discussions occurring.

And so for me, the vision is that we're being in that discussion, creating global connection, and then really changing the nature of healthcare. Our ultimate goal where I started in a way is to change healthcare by ensuring and wavering commitment to human experience. Now we can come back to that exactly what you were saying. We're going to be great if we can reinforce this when we teach people.

When we build foundations of what caring ultimately is and what it means to generate the best in clinical and service directed outcomes, then we're doing, and I think we're living what healthcare was meant to be. That's maybe a bold aspiration, but it is the one that we live in every day. And that's what I hope to see in our work. And as you say that, I think to myself that the kinds of tactics that people are trying to put in place for retention or to be able to recruit staff, and it just seems like if you really have the right kind of culture and the right kind of environment, people want to be part of a winning team.

They want to be part of an organization that's known for really enacting its mission and really moving in that direction on a day-to-day basis. And I was just curious, if there's any specific tactic that you think would really help to make that kind of conversation going more broadly across, is there something that you've been thinking about doing to really energize and move in that direction? I think to your question, I believe, around what is that one thing or that one simple thing that we can do? It might seem idealistic, but I think if we can still back to where I started the humanity that we all bring to our work in healthcare in particular higher than any other place, that we can move from what we build to the transactional environment and in still that sense of it is okay to connect with the other human being in front of us, not just transactionally engage them, to meet us with the tactic.

How do we make relational real in a business that is truly relational in nature, but one we kind of buried beneath the actions that we've taken? So that might be a little bit bolder than just a simple tactic, but I think it's reinforcing that in every encounter and every person we hire and every person we train and every activity and action that we take to ensure that that becomes core to what we do. And that I think is definitely a bold goal, and one that I think that is achievable as we continue to really move forward and I really commend you on the work that the Bareless Student you are leading. So thank you again for being on the show, and it's been a delight to have you.

You are listening to All About Nursing Live from the BBM Global Network and TuneIn Radio. I'm Dr. Joyce Bachelor, the host of this show, and again, thank you, Jason, and it's bye for now. You've been listening to All About Nursing with your host, Dr.

Joyce Bachelor. Tune in each week and get a daily dose of nursing and the healthcare services they provide and how nurses are finding innovative ways to address the key healthcare issues they're facing today. Here on Dr. Joyce Bachelors, All About Nursing.

We've been listening to the BBM Global Network. The ideas, views, and opinions of this broadcast are those of the participants of the program and are not necessarily the ideas, views, and opinions of the BBM Global Network Company.