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Inspiring Healthcare Leaders.
Accelerating Change.
Accelerating Change.
At Palo Alto Medical Foundation, 1,500 physicians and 5,000 employees are involved in improving value to the patient. Come see what a culture of improvement looks like.
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It’s not exactly uncommon for lean newcomers to view it as an additional burden on already-crammed schedules. And that’s certainly not uncommon for healthcare executives whose days are consistently packed with meetings, email correspondence, paperwork, compliance assurance and more. Chris Weisbrod has seen many healthcare leaders even refuse to go on simple gemba walks, claiming they’re “too busy.” The Lean Post sat down with Weisbrod recently to hear his experience with this problem – plus his strategies for resolving it.
Dr. John Toussaint and Dr. Susan Ehrlich, CEO at San Francisco General Hospital and Trauma Center, collaborate in this article published in NEJM Catalyst. They discuss five key behavioral dimensions that, together, are essential for fostering a culture of continuous improvement.
