TweetsBlog

Key Tweets from @MarkGraban Week of July 10

By Mark Graban
3

Here's the latest installment of “Key Tweets,” a (usually) weekly post that summarizes some of my tweets (or retweets) from the week, including pictures and other interesting stuff.

You can follow me @MarkGraban and join the fun and the conversation, but you don't need a Twitter account to view any of this. See the previous installments of Key Tweets.

 

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Mark Graban is an internationally-recognized consultant, author, and professional speaker who has worked in healthcare, manufacturing, and startups. His latest book is Measures of Success: React Less, Lead Better, Improve More. He is author of the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, as well as The Executive Guide to Healthcare Kaizen. He also published the anthology Practicing Lean that benefits the Louise H. Batz Patient Safety Foundation, where Mark is a board member. Mark is also a Senior Advisor to the technology company KaiNexus.

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3 Comments
  1. Tom Gormley says

    The tweet I enjoyed most from your list was from Studer’s study of success factors or “characteristics” of high-performing healthcare organizations. In it he describes some fascinating data from a Studer study showing that healthcare executives’ perceptions of their own systems’ quality performance correlated negatively with their actual performance as measured by CMS (clinical process of care measures).

    This phenomenon may have been in play at the VA Manchester (NH) system, in the Boston news over the weekend for an investigation into quality issues. That system’s executives were seriously at odds with many of its physician and other staff who blew the whistle on sub-standard care there. The Manchester VA had recently had its overall quality rating raised by the national VA system from 3 stars to 4, and had other positive results (surgical infection rate of zero since 2011) which were no doubt celebrated by the senior execs, but the whistle was blown over issues including flies in one OR, hundreds of patients waiting months waiting for outside specialist appointments, and care (or lack thereof) which one whistle blower said resulted in dozens of veterans developing preventable spinal conditions including paralysis.

    Is it just hubris? Perhaps getting to the gemba more often should be top on the list for such executives.

    Reply
    1. Mark Graban says

      Going to the gemba is good for knowing what’s going on – the real reality.

      Going to the gemba is to be avoided if a leader would rather NOT know what’s going on.

      Reply
    2. Mark Graban says

      Links to news about this – thanks, Tom:

      At a four-star veterans’ hospital: Care gets ‘worse and worse’

      Immediate action taken at Manchester VA hospital after Boston Globe report

      Director, Chief Of Staff Removed Pending Probe Into Reports Of Poor Care At Manchester VA

      Is that a good example of “leaders being held accountable” or an example of “being thrown under the bus” for being part of a bad system?

      Reply
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