Patient-centered culture. I need your help

Leonard Berry, Kent Seltman

Mayo Clinic Management Practice. Lessons from the world's best service organization

All rights reserved. No part of the electronic version of this book may be reproduced in any form or by any means, including posting on the Internet and corporate networks, for private and public use, without the written permission of the copyright owner.

Legal support for the publishing house is provided by Vegas Lex law firm.

Foreword by the publication partner

The right book...

The uniqueness of this book lies in the fact that it tells in a very simple language about the cornerstone principles of building a client-oriented organization, in which the service and attitude towards its clients (in this case, patients of a network of clinics) is set to the highest level. The authors constantly use living and concrete examples, using cases from the daily practice of the clinic staff, to show how one of the most important principles of the clinic is actually implemented - “the needs of the patient come first”.

A century of experience at the legendary Mayo Clinic shows that listening is one of the most important conditions in building the “right” business, what success can be achieved if the desire to “make the world a better place” is at the forefront. What is even more amazing is that people have been able to create a whole culture out of this, which has been living for a century and is resistant to social changes. And all the more I want the book to find its reader in Russia and similar clinics to appear in our country.

Medlinesoft team

In order to conduct meaningful research and then write this book, we had to play the roles of both students and teachers. Before we became teachers, we had to learn for ourselves about an outstanding health care organization, and now we can tell you what lessons it taught us. It was an exciting and exciting journey.

We started our project convinced that we understand the Mayo Clinic and know what makes it great. We really knew a lot. However, now, when we write words of gratitude to the people who helped us, we understand how much we managed to learn. Writing a good book requires careful research and analysis. It is indeed an effective way of learning. We carefully studied the material, trying to see what we had not paid attention to before, in order to discover new patterns and relationships. But it is one thing to think about ideas and quite another to turn them into words: this activity requires a clearer and deeper understanding. When your words have a long life on the printed page, you want them to reflect the real state of things.

We tried to find words that would describe the Mayo Clinic as accurately as possible, convey the story of the services provided as honestly as possible and talk about the lessons she teaches. We are grateful to the many people who helped us on this exciting journey; his final destination was the completion of the manuscript. We were inspired to write this book by Carlton Ryder, who had a distinguished career at Mayo and retired in 2007. He was the first chief administrator of the new clinic campus opened in Jacksonville.

The history of the Mayo Clinic has been written extensively, but there have not yet been books about its culture of service, strategy, management, and a systematic approach to organizing work. Ryder was convinced that such a publication would be useful not only to "outside" readers representing various corporations, commercial and non-profit organizations, as well as managers working in healthcare, but also to "internal" readers, that is, those who are directly related to the clinic Mayo. Thousands of new employees join the staff of this organization every year, and our book about the unique features of Mayo Clinic can be useful for them. Through the history of the clinic's services, this paper can help many patients (more than half a million visit the clinic each year) to understand why interacting with this organization makes such a positive impression on them.

Carlton Ryder was one of seven people we approached to review the draft manuscript and provide their critical comments. The complexity of Mayo Clinic, due to its age, size, management structure, type and variety of services, among other factors, increases the likelihood of inadvertent errors and misinterpretations of historical events. Therefore, we have assembled a panel of reviewers with rich and varied experience at or with the Mayo Clinic to help us tell her story as accurately and completely as possible. The peer review work was extremely valuable, and in addition to Carlton Ryder, we would like to thank the other participants in this process: John La Forgy, Dr. Robert Waller, Dr. Michael O'Sullivan, Robert Smoldt, Matthew Dacey and Dr. James Donnelly Jr.

John La Forgy, head of public relations at the Mayo Clinic, not only made many valuable suggestions, but also led the team; he also provided the support we needed to maintain the independence of the study.

Dr. Robert Waller, who retired in 1999 as the clinic's CEO and has been a clinician for 30 years, has played a key role in leading the organization's geographic expansion. Always available to us, he was unfailingly accommodating when we called him again and asked him to "clarify a few more questions."

Dr. Michael O'Sullivan began as a resident in the Department of Pathology at Mayo Clinic in 1964. In 1969, he was appointed to the staff of the chapter, and in 2002 he retired from the post of general manager of the Scottsdale campus. Dr. O'Sullivan has had a distinguished career as one of the youngest heads of the organization's most successful projects.

Robert Smoldt, who retired in 2008, has worked at Mayo Clinic for approximately 36 years in administrative and leadership roles, including as chief administrator. He is intimately familiar with the inner workings of an organization's management systems. Robert Smoldt advised us on many issues that needed clarification and clarification. He made many valuable suggestions for improving social health policy and the future development of the industry.

Matthew Dacey is Director of the Mayo Clinic Legacy Hall, part of the Development Department. An accomplished author and publisher, he is a diligent student of the history of the Mayo Clinic and is its curator. We are grateful to him for numerous clarifications and useful suggestions.

Dr. James Donnelly, Jr., recently retired Thomas S. Simons Professor of Business at the Gatton College of Economics at the University of Kentucky, was our seventh reviewer. We approached him not only because he is a published author, but also because he was a patient at the Mayo Clinic. Professor Donnelly's opinion was very dear to us. He carefully read the manuscript, considering it both as a fellow author and as a patient of the medical institution in question.

This book has been written with the blessing of the Mayo Clinic, in collaboration with, but not under its control. We are grateful to the leaders of the organization who supported this project and were frank and thoughtful in their interviews. They not only spent time with us and shared valuable thoughts, but also showed amazing trust. And we are deeply grateful to them for this. Mayo Clinic leaders who have assisted us have included: Dr. Denis Cortese, Dr. George Bartley, Dr. Victor Trastek, Dr. Glenn Forbes, Dr. Hugh Smith, Shirley Weiss, Doreen Frusty, Craig Smoldt, Dr. Don Milliner, Dr. Steven Swanson, James G Anderson, Robert Brigham and Geoffrey Korsmo.

The Mayo Clinic is a non-profit medical center listed in the Top 100 American Companies. For many years, the Mayo Clinic has been considered the best medical institution in the United States, and thousands of patients from all over the world come to be treated there. What is so special about her?Leonard Berry and Kent Seltman researched the management of the Mayo Clinic and concluded that the reason lies in the special approach to the service and each patient. The culture of service and a systematic approach to organizing the work of the clinic have led to outstanding results in the provision of medical services.

The Mayo Clinic is one of the best books on modern customer service. The advice presented in it is universal for any service company seeking to apply the best world practice.

book characteristics

Date of writing: 2013
Name: Mayo Clinic Management Practice. Lessons from the world's best service organization

Volume: 400 pages, 37 illustrations
ISBN: 978-5-91657-748-8
Translator: A. V. Kozlov
Copyright holder: Mann, Ivanov and Ferber

Foreword to The Mayo Clinic Management Practice

A century of experience at the legendary Mayo Clinic tells us that listening is one of the most important conditions in building the “right” business, what success can be achieved if the desire to “make the world a better place” is at the forefront. Even more amazing is that people were able to create a whole culture from this, which has been living for a century and is resistant to social changes. And all the more I want the book to find its reader in Russia and similar clinics to appear in our country.

Medlinesoft team

Chapter 1

Our book on the Art of Service introduces the reader to Mayo Clinic's outstanding service organization and the lessons it has taught our society. The book is addressed to managers who seek to inspire subordinates to high-quality customer service. We are talking about a legendary medical organization, but healthcare is not the main theme of the book. Our goal is to consider the long-term success of a service provider and the factors that make it possible. We want to introduce the reader to talented leaders - Dr. William Worrall Mayo and his sons, Drs. William and Charles Mayo. Guided by high moral values, they have created an effective corporate culture and the investment infrastructure that supports it.

About 140 years ago, the first private hospital opened in the small rural town of Rochester, Minnesota, which in the early 1900s became known as the Mayo Clinic. The most amazing thing is not that this clinic still exists, but that it has become one of the most influential and expensive brands in the world in the service sector. And the fact that this brand has been successfully supported, protected and developed throughout its long history deserves admiration. These days, Mayo Clinic uses almost no advertising to promote its medical services. Until 1986, there were no marketing specialists on its staff, and the marketing department, opened in the same year, until 1992 consisted of one person.

Since modern management is focused on everything new (concepts, theories, models, technologies, etc.), it was interesting for us to consider a world-famous organization that laid the foundation for its success in the early 1900s and continues to stand on this foundation already in XXI century. The example of the Mayo Clinic shows that once the basic concept of business organization is established, it can be used for many epochs.

Mayo Clinic is a modern traditional enterprise that skillfully combines profit strategy and corporate principles, innovation and tradition, talent and teamwork, science and art.

Mayo Clinic in numbers

The number of people arriving and leaving Mayo Clinic weekly is comparable to the population of a small town. The working day starts at five in the morning, and during the day within the walls of three campuses located in Minnesota, Arizona and Florida, 42 thousand employees, students and volunteers work. Surgical patients begin to arrive at 5:30, and an average of 300 operations are performed here per day. The flow of patients picks up at 6:45 a.m. when labs open and blood tests are done. By noon, more than 13,500 patients, most often accompanied by relatives, are receiving medical care. In total, 65 thousand people participate in the dramatic struggle for human life per day - medical and service personnel, students, patients and their relatives.

During the day, patients undergo more than 4,600 procedures or diagnostic examinations, including x-rays, computed tomography or magnetic resonance imaging in the radiology department. The clinic employs 230 radiologists, each of whom processes the data of one patient and makes a report on them within 90 minutes. The 2,500 physicians at Mayo Clinic perform 9,000 examinations or consultations a day. About 350 patients receive urgent care on one of the three campuses, and 1,300 inpatients stay overnight in the wards.

Mayo Clinic is the world's first comprehensive non-profit medical group and one of the largest of its kind. Due to its versatility, it combines into a common system doctors of almost all existing specialties who work together for the benefit of patients. Over a period of just over a century, Mayo Clinic has grown into a major medical institution. During 1912, more than 15,000 patients were registered at the clinic. 12 years later, when the Mayo brothers were at the peak of their careers, the clinic's doctors treated 60,000 patients annually and performed 23,600 surgeries. By this time, the clinic had 1,500 hospital beds and 27 operating rooms. By 1983, the volume of medical services had increased 4.5 times compared to 1924 and amounted to 276,800 patients per year.

Until 1983, Mayo Clinic, as in the beginning of its history, was based in Rochester, Minnesota. But that year, a strategic decision was made that spurred the rapid growth of the organization that continues to this day. In 1986, it incorporated St. Mary's Hospital and the Methodist Hospital, located in Rochester; at the same time, a campus was opened in Jacksonville, Florida, and in 1987 in Scottsdale, Arizona. Between 1983 and 2007, the number of patients almost doubled, and the number of physicians and researchers increased by more than 200%. In 2007, total revenues were $7.3 billion (17 times more than in 1983) and total profits increased to $622.8 million (ten times more than in 1983).

Mayo Clinic Management Practice. Lessons from the World's Best Service Organization - Kent Seltman, Leonard Berry (download)

(introductory fragment of the book)

Leonard Berry, Kent Seltman

Mayo Clinic Management Practice. Lessons from the world's best service organization

Legal support for the publishing house is provided by Vegas Lex law firm.

This book is well complemented by:

Dream Company

Kevin Cruz and Rudy Karsan

Lean Six Sigma in Services

Michael George

Clients for life

Carl Sewell

Five vices of a team

Patrick Lencioni

War for talent

Ed Michaels, Helen Handfield-Jones and Beth Axelrod

Foreword by the publication partner

The right book...

Medlinesoft team

Mayo Clinic Management Practice. Lessons from the world's best service organization Berry Leonard

Patient-centered culture

Many Mayo Clinic patients and visitors seek out leading physicians and leaders to learn from them about training courses that can be organized to create such a service. Someone wants to invite instructors to their companies to conduct such a course. However, there is no supercourse that would be suitable for all employees. And even if it existed, it wouldn't have the same effect in another organization. There is a point of view that patient-centered service is rooted in the agrarian culture of northern European farmers who settled in southeast Minnesota - exactly where the clinic was founded. Indeed, many employees on the Rochester campus live on farms, but many more live away from plowed fields. And it's true that Minnesota is considered a good place to live. “Minnesota is great,” many say. But that doesn't explain why the Mayo Clinic campuses in Jacksonville, Florida and Scottsdale, Arizona have a patient-centered culture, just like Rochester.

“Patient needs come first” is a principle that pervades the culture of Mayo Clinic, and without it, it would not have survived to this day. The secret lies not in a particular course or curriculum, not in a strategic goal, and not in the numbers of reports. As we discussed in the previous chapter, service delivery systems and modus operandi, clinic design and interior design, doctors' salaries, teamwork are all manifestations of the main principle that not only reflect but support it. Strategic plans and all strategies and tactics of daily activities revolve around "Patient Needs First". This main principle governs the organization and justifies its existence.

Although there is no specific course that teaches patient orientation, it is constantly talked about by the leaders of the clinic, and it is supported by various programs. For example, the main principle is highlighted in the induction training programs that new hires go through. Robert E. Brigham, general administrator of the Jacksonville campus, reports, "Newcomers hear about this in their first five minutes of being in the clinic because it is with the first principle that I begin the first orientation session." In Rochester, this class shows the educational film Mayo's Legacy. The explanation of the main principle is then repeated in subsequent presentations. On the Rochester campus, its assimilation is reinforced with the help of additional installation three-month, four-month and one-year programs. But months and years after their completion, employees remember the main principle, although other details may be forgotten. They know that “the needs of the patient come first” as this principle guides them in all their daily work. Some of the employees may call it the mission of the organization or a key strategy, but the essence of this does not change.

Increasingly, however, clinic managers do not agree that the process of cultural assimilation (especially doctors' assimilation) is completely over. For example, a course that teaches doctors how to communicate with patients is periodically renewed. It varies slightly from campus to campus, but in each case "aims to improve the personal relationship between physician and patient," according to Dr. Daniel L. Hurley, one of Rochester's corporate training leaders. It is customary in Jacksonville practice for all physicians, not just newcomers, to take this course. Even if patient satisfaction levels are high, Dr. William J. Maples, director of the Jacksonville Quality and Safety Committee, is not complacent: “I know we can do even better,” he says. In addition, this course teaches doctors to listen to the patient without interrupting him. Doctors are encouraged to ask patients the question, "Is there anything else you can tell me?" – to make sure that the patient has not forgotten to report important information or serious complaints. “Seeing that the level of patient satisfaction is increasing, we understand that our course is not in vain,” concludes Dr. Maples. In 2006, the leaders of the Jacksonville campus decided to involve all employees in a program aimed at improving communication between doctor and patient.

But no programs would have a positive effect if the main principle was contrary to the corporate culture of Mayo Clinic. Jane Campion, Administrator Emeritus, has this to say about this: "If you are committed to the principles of the Mayo Clinic, it enters your genes." Here it is appropriate to give an analogy. Chemistry professors rarely talk about the periodic system of elements in lectures, although they know it very well. None of the students - either junior or graduate - require this of them. But when students complete a chemistry course, they know the table of chemical elements. In the same way, when a newcomer realizes what it means to be a Mayo Clinic employee, he absorbs its principles. They are passed down through culture, not through learning.

From the book Social Control of the Masses author Lukov Valery Andreevich

3.1. Culture is a "donor" and culture is a "recipient" The well-known Western researcher E. Gelner defines agrarian and industrial culture in the development of mankind. An agrarian culture is a culture at the level of social strata or local communities that does not seek to expand

From the book by Steve Jobs. Leadership Lessons author Simon William L

Chapter 6 The Product-Oriented Organization It is essential for any organization to create the right structure to meet the needs of the business. In the early days of Apple, the company thrived on the success of the Apple II computer. Large sales volume

From the book Great Company. How to become your dream employer author Robin Jennifer

From the book Secrets of Sellers Motivation author Smirnova Vilena

1.2. Needs-oriented motivation - We have high hopes for you as a motivation specialist, - smiling Zakopeyko-Udavitsky greeted the newly hired HR development manager Prilipkin.

From the book Key Strategic Tools by Evans Vaughan

From the book How to save on marketing and not lose it author Monin Anton Alekseevich

From the book Visualize It! How to use graphics, stickers and mind maps for teamwork by Sibbet David

From the book The Practice of Human Resource Management author Armstrong Michael

From the book Business Process Management. A Practical Guide to Successful Project Implementation by Jeston John

From the author's book

Proper Patient Scheduling Each business day, Mayo Clinic patients are scheduled for thousands of different appointments, including laboratory tests, clinical procedures, and consultations with physicians. Their distribution bears little resemblance to filling

From the author's book

The physician-leader is always on the patient's side The criterion for evaluating the work of a specialist at Mayo Clinic is the results of the treatment of patients. Before taking a leadership position, the doctor must prove his high professionalism. In addition, most leaders

Mayo Clinic Management Practice. Lessons from the world's best service organization Leonard Berry, Kent Seltman

(No ratings yet)

Title: Mayo Clinic Management Practice. Lessons from the world's best service organization
Author: Leonard Berry, Kent Seltman
Year: 2013
Genre: Medicine, Management, recruitment, Industry publications, Popular about business, Foreign business literature, Foreign educational literature

About the book “Mayo Clinic Management Practice. Lessons from the World's Best Service Organization Leonard Berry, Kent Seltman

Mayo Clinic is a non-profit medical center that is included in the list of 100 best American companies. For many years, the Mayo Clinic has been considered the best medical institution in the United States, and thousands of patients from all over the world come to be treated there. What is so special about her?

Leonard Berry and Kent Seltman researched the management of the Mayo Clinic and concluded that the reason lies in the special approach to the service and each patient. The culture of service and a systematic approach to organizing the work of the clinic have led to outstanding results in the provision of medical services.

The Mayo Clinic is one of the best books on modern customer service. The advice presented in it is universal for any service company seeking to apply the best world practice.

On our site about books, you can download the site for free without registration or read the online book “Mayo Clinic Management Practice. Lessons from the world's best service organization" Leonard Berry, Kent Seltman in epub, fb2, txt, rtf, pdf formats for iPad, iPhone, Android and Kindle. The book will give you a lot of pleasant moments and a real pleasure to read. You can buy the full version from our partner. Also, here you will find the latest news from the literary world, learn the biography of your favorite authors. For novice writers, there is a separate section with useful tips and tricks, interesting articles, thanks to which you can try your hand at writing.

Quotes from the book “Mayo Clinic Management Practice. Lessons from the World's Best Service Organization Leonard Berry, Kent Seltman

We will show the features of these partnerships using the example of the department of cardiology, although this model is applicable to any field of medicine. The head of the department, a cardiologist, maintains a partnership with the administrator. The head is responsible for maintaining the general concept and strategic direction of the department, as well as for the professional activities of doctors, including the treatment of outpatients, cardiac diagnostics: taking echocardiograms, cardiac catheterization, as well as hospital practice. He is also responsible for each cardiologist individually: for his career growth, scientific research, practice, work results.

A distinctive feature of the Mayo Clinic is the structure that makes physicians responsible for everything that happens at the institute. And if the institute fails, the doctors have only themselves to blame. This feature has a positive effect on the behavior of Mayo Clinic doctors. They must always keep the interests of the institution in mind, as these interests are linked to their own.

By the early 1920s, clinical medicine as a "science of cooperation" had received significant development in the organization created by the Mayo brothers. The most powerful unifying factor that strengthened the partnership was Henry Plummer's proposed integrated medical records, which were maintained by doctors and nurses in the treatment of inpatients and outpatients. Dr. Plummer also took part in the design of the new clinic building, completed in 1914.

The data for the report is written primarily in standard terms selected from a drop-down menu, which is stored in an electronic format designed for this purpose. Within five minutes after the examination is completed, its results are recorded in electronic medical records (EMR). For comparison, in most echocardiography laboratories, the results of the studies are not available to the cardiologist until the end of the day. At Mayo Clinic, other cardiac studies (such as a standard or exercise ECG) are also read throughout the day by on-call cardiologists. The results are usually recorded in the EMZ within an hour and very rarely for more than two.

In the 1990s, Mayo Clinic began to move from paper-based to electronic records management. This transition is the most complex and expensive engineering project of the clinic in its history. The practice of electronic records was introduced first in Jacksonville and Arizona, then in Rochester. Now the medical history should get to the doctor before the patient. In the era of paper records, even with the use of raising and lowering devices, patients had to wait up to four and a half hours until the doctor was convinced that he had received a medical history. Published EMRs are permanently available throughout the clinic. Thus, the appointment schedule is formed based on how long it will take the patient to get to the doctor (on his own or with the help of attendants).

The group medicine model could not work effectively if the team members did not have confidence in their partners. Substantially modified, Dr. Plummer's idea reinforces this belief. Dr. Sadosti says what makes Mayo Clinic different from other medical institutions, in her opinion, is that the team members believe in it.

Respect is one of the strengths of the Mayo Clinic, but the organization must vigorously crack down on manifestations of disrespect at all hierarchical levels. Such cases do happen, but not often. The stakes are very high, because the Mayo Clinic would not be one if it were not for mutual respect. Team healing work depends on this.

A hospital culture that supports the principle of mutual respect must be strong enough to transcend the boundaries of different job titles, departments, campuses and bring together people who do not know each other. The concept of a “colleague” at Mayo Clinic means that even a stranger or a new person who is part of the team is perceived as a competent specialist with a voice. Moreover, mutual respect should be equally expressed both vertically (eg between doctors and nurses) and horizontally (eg between medical colleagues).

They were drawn up by hand, and each separately entered them into thick registration books kept in his office.

A hospital culture that supports the principle of mutual respect must be strong enough to transcend the boundaries of different job titles, departments, campuses and bring together people who do not know each other. The concept of a “colleague” at Mayo Clinic means that even a stranger or a new person who is part of the team is perceived as a competent specialist with a voice. Moreover, mutual respect.

Portal for the student. Self-training

book characteristics

Foreword to The Mayo Clinic Management Practice

Chapter 1

Mayo Clinic in numbers

Mayo Clinic Management Practice. Lessons from the World's Best Service Organization - Kent Seltman, Leonard Berry (download)

About the book “Mayo Clinic Management Practice. Lessons from the World's Best Service Organization Leonard Berry, Kent Seltman

Quotes from the book “Mayo Clinic Management Practice. Lessons from the World's Best Service Organization Leonard Berry, Kent Seltman

RELATED ARTICLES