Employees may be more prone these days to blame others for problems they have caused themselves, said Paul Harvey, assistant professor of management at the University of New Hampshire in Durham.

Harvey, who studies behavior in the workplace, said it is “a natural human tendency to want to deflect blame for negative outcomes (especially at work where your competency is always being evaluated), and so people often subconsciously look for other people to blame when problems arise.”

If the finger-pointer is the boss, the situation becomes even more complicated, he explained. “When that happens, people usually have to stand their ground and hope that, over time, the facts help to vindicate them.”

This version of blaming is a form of “abusive supervision” and includes “spreading rumors about employees, insulting them, withholding information, and pretty much everything short of actual physical abuse.”

Reference:

Watch for ‘Employee Scapegoating’ as Economic Troubles Continue. (2009, March). HR Focus, 86(3), 8-9.  Retrieved March 29, 2009, from Alumni – ABI/INFORM Global database. (Document ID: 1654950911).

Tired manager wondering if his customers will ever be happy

Perhaps you sometimes think you don’t want the responsibility of running the ES department. If so you are not alone. When I transitioned from Supervisor to Manager some years ago it was like this. In the beginning, it was a challenge of transitioning from being an employee to running an organization, of being lonely and complete work / life distortion. However it did not take long to get organized and develop personal routines that helped me be calm enough to hear God’s instructions for success.

And when I say challenge, I mean I had to change my way of thinking about everything. Even though I had different life experiences to help, I sometimes had thoughts of, “what exactly did I get myself into”? That is when I had to remember we have a lot more help then we often realize. Adversity provides the resistance necessary to develop the strength to overcome great obstacles. This strength consists of self-confidence, perseverance, and, very importantly, self-knowledge.

As I have found many things becoming easier then other challenges arise and the responsibility and possibility of it all tries to paralyze me more than I want to admit. And I have to spend more time in prayer to get through it. Really, given the opportunity to change the world, would you take it? I believe those of us in this business think we would, but it is so very hard to look in the face of what you truly want and take it. It is very hard to fight the war of what really mattes and look past the fear to what possibilities lay ahead.

As the people in our departments change, we will find that many we have hopes for are not always stepping up. And those who do often think about stepping right back, because unless you are in the fight to make change, it is difficult to know how hard it really is. Keep encouraging them and believing in them so they will work with you to make your facility and department better.

This year will probably be one of your hardest. There will be days when you don’t want to strategize, or build relationships, or be so obsessed with seeing the ER floors looking awesome. Just remember you don’t always buy a thousand rolls of toilet paper at a time. Some days you have to be normal and just buy six rolls at the supermarket. While that is ok, remember “being normal” gets you fifth place, and you know you want to be in first, and all successful people take risks that normal people would not. But it’s the follow through that’s hard, the follow through that builds your character.

You will find that as you stay with it, you will be able to muster strength from somewhere you didn’t know you had. Every setback you encounter in life contains valuable information that, if you study it carefully, will eventually lead you to success. Without adversity, you would never develop wisdom, and without wisdom, success would be short lived indeed. When you make a mistake, say, “That’s good! I’ve gotten that out of the way. I will never do that again.” You will no doubt make other mistakes, but they won’t bother you nearly as much when you treat them as learning experiences.

During it all, remember that you are not alone. You have all your staff that together make up your team and you have all your peers here at ASHES to talk with and share ideas. Stay current with the changes that are happening and keep an open mind as the challenges come your way. Don’t be afraid to try something different, to think outside the box or to challenge the status quo. Keep your head up above the negativity and you will be ok. We all have within us the potential for greatness, and when your standard of performance is based upon being the best you can be-for yourself-you will never lose. You will only improve.

Housekeeping management is often viewed as a straightforward position and can be an overlooked area for training. While everyone thinks they know how to clean, the management of housekeeping is more complex than people realize and has critical impact on guest satisfaction. To help tackle your job, cover these 10 areas:

  1. Guest experience
  2. Multicultural understanding
  3. Staff training
  4. Efficiency
  5. Inspections
  6. Deep cleaning
  7. Preventive maintenance
  8. Safety and security
  9. Inventory
  10. Standard operating procedures

survey

We have been doing patient rounding where we go see the patients and ask a few questions like, was your housekeeper friendly, was your room cleaned satisfactorily, is there anything we can do for you? We get good feedback and has helped our HCAHPS and Press Ganey scores.

Recently I’ve started using workers that have restrictions to the point where I can not work them, but they can walk, talk and write come in for ES Ambassador duty. I give them some scripting, a clipboard and the rounding questions and have them spend hours going to talk with patients. We talk about our goal of having their room always clean, how the survey works, and so on. I’ve had very positive feedback on this and it helps get the staff back to work with a better attitude.

I’ve increased our cross training and we all know how that helps. I’ve also moved staff more frequently to play to their strengths more than I have done in the past.

I put a large communication board in our common room. This happens to be our laundry and storeroom area where we check in and out the keys and pagers. During our standup meetings I share Press Ganey positive comments and other good comments and post them on our communication board. The increased focus on the score has helped I believe.

So far my HCAHPS score for the first quarter of 2009 is running 81%. This is a 10 point improvement over last years average, and higher over just November and December of last year.

What things have you all been doing to raise your scores and your staff satisfaction?

networking_professionals

Today was a very busy day with major work on a new training program I am writing with help from a good friend and peer in this business. I also had the opportunity to network with several people and connect with one tonight on LinkedIn. I recommend to people that to stay in touch with others is very important and we should always make the effort to encourage each other. If you want to share your thoughts you can do so here, and if you want to connect you can find me at https://www.linkedin.com/in/johnmweir

HAYWARD, CA (March 4, 2009)—In its February 2009 newsletter, “Environments of Care News,” the Joint Commission, the main entity that accredits hospitals in the United States, has published an article titled “Preventing Infections in the MRI Suite: Magnetic Environment Poses Strong Challenges.”

This landmark article quotes Peter Rothschild, M.D., author of the groundbreaking paper “Preventing Infections in MRI: Best Practices” and founder of Patient Comfort Systems. The recommendations in Dr. Rothschild’s paper resulted from his close work with the infection control arm of the Joint Commission. Now, following the publication of Dr. Rothschild’s paper, the Joint Commission, realizing the critical importance and risk to the patient from the lack of infection control in MRIs, is alerting hospitals and imaging centers, in no uncertain terms, about the importance of infection control in MRI facilities.

Dr. Rothschild explains, “The Joint Commission is clearly concerned over the lack of infection control in the MRI suite. They will, in the future, closely examine this area, and properly train their inspectors to physically enter MRI rooms for a more definitive inspections. The areas under greatest scrutiny will be: 1) existence of an infection control policy; 2) how and when the MRI was cleaned; 3) who are the individuals performing this cleaning and what is their safety training; 4) examining all the table pads and positioners to see if they are torn or frayed. Inspection may even include a black light to reveal biological material embedded in the pads, on the table or within the MRI bore itself.”

“The Joint Commission clearly cannot assure the public that an accredited hospital is safe without thoroughly evaluating the MRI suite. The lack of even basic infection control, such as hand washing or cleaning between patients, is well known by technologists operating the MRI and radiologists reading the MRIs,” adds Dr. Rothschild, who also has published an 11-step infection control policy designed for the MRI center. As Dr. Rothschild explains, “An MRI is a very complex and dangerous area to clean. It is unreasonable to think it can be cleaned safely and effectively by untrained personnel.”

Dr. Richard Nolan, M.D., a well-respected orthopedic surgeon in the San Francisco Bay Area, states, “The MRIs I have seen in the hospitals and especially outpatient facilities have basically no effective infection control. It is all adhoc by whomever the technologist is running the MRI at the time. I have been disgusted by the total lack of cleanliness in these facilities. Rarely do I ever see a technologist even wash his/her hands between patients much less make sure that the pads are not torn and that they are cleaned properly between patients. It has always been unclear to me how a hospital could pass a Joint Commission inspection year in and year out with such a lack of infection control and in clear violation of the Center for Disease Control guidelines. Clearly the Joint Commission inspectors in the past have not looked in the MRI suite. This is unfortunate since my patients think that if a hospital is certified by the Joint Commission, the MRI is clean and safe. In the past there has been nothing farther from the truth. This is why I congratulate the Joint Commission for taking on this important health issue.”

The Joint Commission has made it clear that they are following the CDC guidelines on infection control. These guidelines specifically state that a clean sheet is not a barrier to infectious agents. However, this is usually the only thing used by imaging centers to protect their patients. The CDC guidelines also make clear that the pads on the table as well as the coils must be cleaned between patients, not merely covered with a sheet. Most importantly, the CDC states that if table positioners or pads are torn or frayed they must be replaced. Therefore, the common practice of simply placing a clean sheet over torn, contaminated pads and covering up the smell with air freshener is a clear breach of basic infection control. Another common violation of CDC standards at outpatient MRI centers is the incredibly dangerous practice of having employees take contaminated laundry home to wash in their own household washing machines in order to save money. Not only can this further the spread of infectious agents throughout the community, but since their washing machines often lack any special sanitizing capabilities, these employees risk contaminating their own family’s clothing and thus even further spreading diseases.

“This is one of the many practices that show the total lack of understanding of infection control at MRI centers, putting not only their patients at risk but also their employees, their families and ultimately the entire community. These are just a few of the reasons the Joint Commission is so concerned about lack of infection control in these MRI facilities,” explains Dr Rothschild.

Antonio Bayon, President of MagnaWand, echoes Dr. Rothschild’s concerns while focusing on the cleanliness of the MRI bore itself. “I have been involved in the MRI business for more than 20 years, half of those years as an MRI service engineer. During my years as a service engineer, I saw all kinds of biological contaminants inside the bore of the magnet. It was common to see blood, urine, and other patient’s fluids in the tube, where the patient is placed for their MRI. I have even seen vomit dripping down the insides of the bore. I can assure you that this critical area where there is very close patient contact is not being cleaned. In the only study ever to look for the superbug MRSA in an MRI, it was found colonized in the bore of the MRI.”

Dr. Rothschild adds, “I am most disappointed by the total lack of concern by the radiology community to address this clear and present danger to our patients. I hope that the Joint Commission’s new direction will encourage administrators as well as risk management departments to take this issue seriously and adopt procedures designed to protect the patients. Until this is uniformly applied, the patients and referring doctors are basically on their own to determine if an MRI center is safe. This is most concerning for patients who are immunosuppressed or have a poorly developed immune system as their risk of a Superbug infection is often life threatening.”

Louise Kuhny, RN, Senior Associate Director of Standards and Interpretation Group at the Joint Commission, has stated in the article that the Joint Commission’s infection prevention standard underscores the need for a clean MRI suite, and that every accredited organization must have a specialized infection prevention plan. She further states the need for procedures concerning the proper removal of body fluids and disinfection of contaminated areas between patients. Most importantly, Ms. Kuhny discusses that the Joint Commission inspectors expect to see compliance such as mandatory hand washing by providers between every patients.

Louise Kuhny, RN, assures that “the Joint Commission surveys include all areas of an accredited facility in this survey activity including the MRI suite.”

As emphasized by Dr. Nolan, “A hospital’s overall infection control policy can only be as strong as its weakest link. This weakest link has clearly been demonstrated to be in the MRI suite. Immediate urgent attention by the risk management department and the administration of these hospitals and clinics is needed to address this serious public health risk. The 11-step procedure for infection control in MRI, developed with the help of infection control experts at the Joint Commission, is an important first step for hospitals and imaging centers to come into compliance with infection control standards that are used throughout the health care industry.”