Hospital leaders know exactly what is needed to improve their HCAHPS numbers, according to an article on the Fierce Healthcare website. But if they know what to do, why are they struggling to do it?
There are two natural human tendencies that contribute the situation. First, the tendency to choose the urgent over the important and the tendency to give themselves more credit for improvements than is deserved. The second tendency is giving ourselves too much credit. We seek and filter information and experiences to uphold our beliefs. In this case, we are bound to find evidence to support that we are doing these behaviors far more often than we actually are.
There are four disciplines that can break the “knowing-doing” gap.
• Focus on the wildly important
• Act on lead measures
* Keep a compelling scoreboard
* Create a cadence of accountability