Leadership
Clip
The Full Picture on Patient Satisfaction Scores (03:45)

Posting patient satisfaction scores online is important for organizational transparency, but how might physicians react to potentially negative feedback? Vivian Lee, CEO of University of Utah Health Care, and Akram Boutros, President and CEO of The MetroHealth System, describe transparency efforts at their institutions.

Transparency was a gradual process at University of Utah Health Care. At first, patient satisfaction scores were only given privately to individual physicians, according to Lee. Best practices were then shared to help physicians improve, followed by the ability for University of Utah’s providers to view each other’s scores.

Before going public with provider scores, University of Utah held a number of town halls. There was “a fair amount of resistance” in the beginning, admits Lee. “I tried to remind people always that when you’re a consumer and you go to Amazon or Yelp or TripAdvisor or whatever, if you don’t read a few bad comments, you don’t even believe they’re real.” The town halls generated a lot of discussion, “but by the time we went live I think all but two of our physicians had at least a score of four out of five stars,” says Lee. “People had really improved a lot.”

Similarly, at MetroHealth, physicians with lower-than-expected scores did not want those scores made public. To change their minds, says Boutros, physicians with good results were encouraged to tell their colleagues, “I want my results out there,” and explain that you can’t only post the good scores and not the bad ones. In the first year of going public with patient satisfaction ratings, MetroHealth gave awards to about 60 or 70 employees with scores in the 90th percentile. “This year, we gave 280 awards for people in the 90th percentile,” says Boutros. “So as Vivian says, you have to approach it whichever way, but you’ve got to get over the hurdle of ‘this is going to be negative.’”

From the NEJM Catalyst event Leadership: Translating Challenge to Success at Mayo Clinic, June 2, 2016.

More From Leadership
Nurse Leaders and Physician Leaders Should Be Considered Equals in Care Delivery - but Views of Nurses and Non-Nurses Differ

Leadership Survey: Nurses as Leaders: Broad Acceptance, Room to Grow

Nurses are traditionally the backbone of patient care. They form the largest percentage of the health care workforce, far outstripping physicians. But are nurses leaders as well as doers?

The CMO Role of the Future - Baptist Health Survey Results

Examining the Continuously Evolving Role of the Chief Medical Officer

Hospital and system leaders need to sharpen the focus of CMO roles to include system-wide considerations beyond the walls of the hospital.

Meyer01_header - Seven Challenges and Seven Potential Solutions for Large-Scale EHR Implementation

Seven Challenges and Seven Solutions for Large-Scale EHR Implementations

Salient lessons learned over multiple electronic health record implementations.

Zuckerberg San Francisco General Hospital ZSFGH A3 thinking Personal Development Plan A3 leader standard work improvement management example board

Changing Leadership Behavior Gets Real Results

Zuckerberg San Francisco General Hospital deployed its new leadership culture, which emphasizes staff decision-making, self-reflection, and clarity in defining problems and goals, to successfully address a crisis involving record-high patient volumes.

Khatri02_pullquote Connectors

The Crucial Role of Connectors in Large Health Care Organizations

Creating a truly collaborative community involves connecting the right people at the right time and in the right places.

Women of Impact Checklist - Advancing Workplace Equity

Lead In: Women of Impact in Health Care on Advancing Equity in the Workplace

Raising the standards of equity and wellness in our workplaces so we effectively advance health for the populations we serve.

Historical and Projected Numbers of Physicians, Nurse Practitioners, and Physician Assistants.

Growing Ranks of Advanced Practice Clinicians — Implications for the Physician Workforce

The number of NPs and PAs is growing rapidly, while physician supply has slowed. This research projects the number of NPs, PAs, and physicians through 2030.

IBM solutions to physician burnout roundtable participants: Christina Maslach, Paul DeChant, Tait Shanafelt, Namita Seth Mohta, Karen Weiner, Edward Prewitt

NEJM Catalyst Roundtable Report: Seeking Solutions to Physician Burnout

An NEJM Catalyst roundtable sponsored by IBM Watson Health brought together four experts, all deeply engaged in reducing physician burnout from different perspectives, to share in a robust discussion.

Pottharst01_pullquote - value-based health care leadership personas

Personas of Leadership in Value-Based Care

The deliberate nurturing of specific types of leadership personas seems to be a critical factor in the success of value-based care organizations.

Few Truly High-Performing Health Care Organizations

Survey Snapshot: What the High Performers Have to Say

NEJM Catalyst Insights Council members from high-performing institutions share their perspectives on what’s working and what needs improvement.

Connect

A weekly email newsletter featuring the latest actionable ideas and practical innovations from NEJM Catalyst.

Learn More »

Topics

Leading Transformation

242 Articles

Prescription for an Ailing U.S. Health…

Three components for treating the unhealthy, uncompetitive U.S. health care market — beginning with a…

Team Care

100 Articles

Leadership Survey: Nurses as Leaders: Broad…

Nurses are traditionally the backbone of patient care. They form the largest percentage of the…

Physician Burnout

43 Articles

Patient Engagement from Both Sides of…

When patients and families are included in medical rounds as valued members of the team,…

Insights Council

Have a voice. Join other health care leaders effecting change, shaping tomorrow.

Apply Now