![]() ![]() Patients want their healthcare experience to feel highly personalized, timely, trustworthy and respectful.Ĭreating conditions where wait times are minimized and productive, and appointments are focused and unhurried, can improve satisfaction for patients and their loved ones. ![]() When patients experience long wait times or too-brief interactions with their providers, they become frustrated and dissatisfied with their care experience. And every person can relate to what it feels like to visit the doctor’s office. Regardless of age or health status, everyone is a healthcare consumer. Moreover, constant turnover drives costs higher as HR departments search to fill vacant positions.īut when the health and wellbeing of clinicians and staff is taken into account, and there are opportunities for collaboration and respite, the Quadruple Aim creates a win-win scenario for healthcare organizations concerned with improving population health, meeting patient needs and reducing costs - without negatively impacting staff. To offset this burnout, healthcare organizations recognized a fourth goal: improving the clinician experience.īurned out employees can experience detriments to their own physical health and carry with them increased concerns about mismanaging patient care plans. With increased demands from patients and families, coupled with federally-mandated initiatives and challenging-to-use electronic medical records, burnout has skyrocketed across the industry. Unfortunately, as healthcare institutions worked to reach these goals, the health and satisfaction of healthcare providers and staff eroded at an alarming rate. Since the launch of the Triple Aim target concept by Institute for Healthcare Improvement in 2008, organizations have simultaneously focused on improving the individual experience of care, improving the health of the general population and reducing the per capita costs of care. Our hope is that thousands cast their stone, transforming ripples into: a tsunami of change.Organizations have sought many ways to achieve the ultimate outcome of high-value healthcare for patients. The intent is to motivate conversations, and the courage to speak up–not only to facilitate change in healthcare, but beyond. The book will contain evidence-based medicine, research, editorials, recent news, humor, poetry, inspiring quotes, and a blended story of healing. Our Quadruple Aim is an opportunity to right many wrongs through: a Ripple of Change. Intentionally nebulous? Perhaps, but medicine is a world of gray. The “Our” emphatically states that we all are responsible. So who is responsible for delivering? Shouldn’t we all be responsible? Patients, doctors, nurses, administrations, society at large… hence the “Our” addition to the Quadruple Aim. We believe if healthcare leaders embed Our Quadruple Aim into their culture, we could start to unwind much of the dysfunction. As a result, burnout rates are at unacceptable levels and patients are dysphoric. This has led to increasing burdens on the people actually delivering care and crushing patients financially. Clinical leaders often play second fiddle. Healthcare has metastasized into a business model. When properly implemented: everyone wins. A multifaceted driver, it incorporates key stakeholders, and aligns with value-based care. Our Quadruple Aim is a four-pronged approach to delivering healthcare: Patient Experience, Quality Care, Lower Costs, and Provider Wellness. Why? Are we standing before a precipice, embarking upon a chance to better understand these phenomena and its meaning? Absolutely. While health care employees have faced significant burnout during the COVID-19 pandemic, the desire to opt out of one's chosen profession is happening across many industries. Everyone has been a patient–yes, even doctors and nurses get colonoscopies. ![]()
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