In the world of healthcare, the ability to use data effectively can significantly enhance patient care. Hospitals and clinics have advanced systems gathering a wealth of information. However, the real power of this data is realized not just by focusing on dashboards, but by recognizing that data is the actions of people. The numbers only truly mean something when they generate meaningful actions by clinical and administrative staff. The key challenge is translating data in a way that persuades these individuals to modify their behaviors for the sake of improved clinical and/or business outcomes.
Understanding the Core of Data
Before diving into data analysis, leaders must grasp what data actually represents. . Metrics on dashboards are not just random charts and graphs; they are the product of real interactions between patients and caregivers, clinical leaders and staff, and administrative staff and external stakeholders.
For instance, Lindsay, a hospital administrator, is reviewing her latest dashboard, which shows a 10% increase in readmission rates for hip replacement patients over the past quarter. Concerned, she quickly implements a new policy requiring mandatory follow-up appointments within three days of discharge to reduce complications and prevent readmissions.
On the surface, it seems like a data-driven solution. However, the data only shows readmission rates, it does not show the contributing factors to this rate.
Were discharge instructions clearly explained and understood by the patient?
Was the patient able to get their pain and other medications timely?
Does the patient have access to physical therapy?
Do patients have sufficient support at home where they are not forced to move on their surgically repaired hip?
And the ultimate question..........Will a follow up appointment reduce readmission rates?
Leaders often make well-intentioned decisions based off data that is at best, incomplete, and at the worst, irrelevant to the outcome desired, while overlooking the everyday actions taken by caregivers and other staff that ultimately influence patient outcomes.
The Connection Between Data Analysis and Action
As we saw above, many leaders like to say they make decisions based on data, but there's a crucial element often overlooked: the people who will actually put these decisions into action. Before these decisions are implemented, it's essential for leaders to ask themselves some important questions:
What is the data actually measuring?
What can I do to ensure my team is gathering the right data?
What outcome are we trying to achieve?
Do they (staff) understand the importance of their contribution to this outcome?
What actions can be taken on the root causes?
Take, for instance, a hospital wanting to boost the number of patients screened for diabetes. It's vital for everyone involved to grasp how screening rates relate to patient health. To improve these rates, we can focus on enhancing access to screening tools and reducing the number of missed appointments. Leaders should ensure their staff not only have the necessary resources for screening but also understand how these rates affect long-term patient outcomes. Additionally, having clear processes in place for reaching out to patients can help minimize no-shows. When team members see the bigger picture and understand the significance of their roles, it fosters a deeper commitment to achieving meaningful results.
The Importance of Understanding the "Why"
To more readily engage staff in a decision process, it is essential for leaders to clearly communicate the "why" behind any data generated initiative. Identifying desired outcomes is crucial, Is the aim to:
Boost patient satisfaction?
Improve health outcomes?
Lower risks of hospital readmission?
Boost productivity?
Satisfy a regulatory requirement?
When clinical staff understand the rationale behind the initiative, they are likely to engage with the process more meaningfully. For example, if nurses realize that more thorough documentation of patient histories leads to better treatment plans, they will prioritize collecting and recording that data. A study showed that hospitals that enhanced documentation saw a significant improvement in treatment outcomes, highlighting the importance of understanding these data connections.
On the other hand, if the initiative is merely to gather data to show where the staff is performing "in the red," staff adoption of the initiative will be "difficult to incorporate in our current workflow."
Creating a Culture of Engagement
Leaders create a culture valuing data driven decisions by understanding and clearly communicating how these figures represent daily actions. This culture creation can be fostered through team meetings centering around the desired outcomes or by sharing success stories that highlight how specific actions are reflected in the data illustrating improved patient outcomes.
Establishing feedback loops allows staff to share their experiences, including both achievements and challenges. The leader must have the willingness to listen to staff on the methods to gather data or what the outcomes should be, and be willing to adjust their thinking based off this feedback. This approach promotes a culture of engagement, making it clear this isn't just about collecting data; it’s about empowering staff to see the tangible impact of their work on patient care.
The Value of External Perspectives
Leaders attempting to use data in this way will encounter significant obstacles. The reflexive responses of, "we've always done it this way," and "you don't understand how it actually works down here," are common when trying to implement a new way of thinking. Engaging an outside coach who can help you understand your potential limiting behaviors, true challenges to implementations and how to address them, will help establish a culture in which data driven decisions and staff behaviors become integrated as a change agent for the organization.
The Road Ahead
As healthcare leaders seek to truly use data in decision making they must remember data is the actions of people. By emphasizing the human aspect behind the data, they can foster an environment where staff feel engaged and empowered to drive meaningful change.
Instead of fixating on dashboards, leaders should invest time into understanding the stories behind the numbers. Encourage open communication about the reasons behind data trends, support teams in their tasks, and recognize their contributions. Through authentic leadership, both metrics and patient satisfaction can improve substantially.
Data can become a transformative tool when actions align with intentions. By valuing people over mere numbers, healthcare leaders pave the way for ongoing improvements in patient care and staff engagement, ultimately leading to better health outcomes for all.