Culture

It’s not every day you hear of physicians offering to step in and help out staff in their assigned duties, but at the Primary Care department at Englewood Medical Office in Colorado, that’s exactly what happened.

The nursing staff, short-staffed due to medical leaves, “was overwhelmed,” says Kate Frueh, DO. Messages from patients were piling up in the electronic inbox in KP HealthConnect. Patients who might have been helped by phone or via email were coming in for appointments—making it hard for those who truly needed the in-person appointments to be seen.

“We think we’ve got some of the best nurses in the region,” says Larry Roth, MD. “We just thought, how can we help the nurses and, at the same time, help both ourselves and the patients?”

Physicians dive in

So the team brainstormed ideas, and the physicians offered to help clear the backlog.

“The nursing staff was flabbergasted,” says Linda Sawyer, RN, a member of UFCW Local 7 and the department’s labor co-lead. 

After testing a couple of time blocks and working together, the physicians began setting aside 30 minutes every morning to help triage messages and call patients back directly without getting the nurses involved—and they do it again in the afternoon.

As a result, the team consistently closes encounters within an hour more than 40 percent of the time. With more problems being resolved by phone, appointment slots have opened up and access for patients needing in-person appointments has improved. Morale in the department has improved, too—and the team recently won the Colorado region’s quarterly “Value Compass” award.

Meantime, team members have been working with Linda Focht, their UBT consultant, to boost their Path to Performance ranking—which was only at Level 2 late in 2012, despite functioning at a high level in most dimensions of the Path to Performance.

Common challenges

Focht says some of the challenges that held the team back are common across the program—a department reorganization (including a reduction in staff), new work procedures and gaps in team training. And there were new co-leads who were unfamiliar with the process for assessing team performance.

With some of those issues addressed in the first months of 2013, the team moved up to a Level 3 in the most recent ranking.

“The team members kept their focus on the goal of more streamlined work processes,” says manager Mary Watkins, RN, “and all of the staff of the Primary Care Department are helping each other to become more successful.”

 Watch a video about this team on the KP intranet.

Louise Dempsey is the business representative for UFCW Local 1996 in Atlanta. She spoke with LMP communications consultant Laureen Lazarovici about her experiences as a union activist in the South.

In the late ’60s and early ’70s, my mom worked for the Social Security Administration. She transferred often for her job, so we moved a lot. She was in the union, and she organized two of the offices she got transferred to in order to get better benefits. One was in the hills of Tennessee, where there were a lot of coal mines and a lot of poverty. She once worked for a group of attorneys and mobilized her co-workers to get better wages. There was a lot of disparity in pay in terms of gender and race. Sometimes, they didn’t exactly like her. She earned the reputation as the go-to person. People would say, “If anybody can get it done, it’s Mildred.”

Unions at Kaiser Permanente

And today, here we are in the South. It is not strong union territory. Because of Georgia’s so-called “right to work” law, employees can work for KP here whether they join the union or not [in contrast to KP regions in other states with stronger worker protection laws]. But people join because they know that the stronger we are, the more we can stand up for ourselves. We have to talk to folks about the benefits of working for a unionized company. I worked for KP as an LVN before there was a union. Our wages were all over the place and assignments were based on favoritism. We’ve had people come to work for KP because it’s unionized.

When they hear about the Labor Management Partnership, they say, “I’ll sign up.” They understand they have a voice, they can be part of a UBT, they can affect the direction their team is going, and say what they need and want and be heard. Sure, we have to educate managers, but we have to educate employees about unions, too. When I talk at new employee orientation, I tell them we are there as a mediator, facilitator, advisor. You are not by yourself anymore. I’ve got your back and your front and your side, too. With the Labor Management Partnership, KP is always offering opportunities for employees to learn, like the Ben Hudnall Memorial Trust. I have been in the medical field for 30 years, and folks are always thirsting for more knowledge.

Getting used to a new way of doing things

Folks in management come into Kaiser and they are not used to unions or the partnership. We have to educate them: We have a union, we have a contract, we have a partnership. We educate them about a union environment and also that we are not the traditional head-butting adversarial union.

Normally, when I go into a meeting at KP, there is not a whole bunch of posturing. People want to get to a solution. There is no name-calling, finger-pointing or yelling. It makes a difference. Partnership benefits the local because I have open access to the employees. I went to five facilities recently. I was not stopped once. It is always, “Hi, how are you, who do you need to see?” My co-workers at the local who represent employees at other companies don’t all have that. KP has not relegated me to a break room or to certain hours. I can have a bulletin board in the break room. I have the time to speak with new hires during orientation. They don’t censor the questions the employees ask or the ones I answer. That’s partnership.

Do corporate leaders understand the lives of working people? Some do. In the long history of Kaiser Permanente, several executives—including Henry J. Kaiser himself—worked their way up from poverty. Clifford Keene, MD, was another. In a 1985 interview, he described his roots:

“I came from a very humble family. My father was a factory foreman at best....During the summer I always worked. I sold papers or worked in factories doing minor tasks. Then, when I was fourteen I went to work in the steel industry as a steel construction punk, an apprentice first....I would find myself doing construction all over western New York State. I became a connecter; that is, a person who gets up on the steel and puts it together. I became accustomed to being up in the air and being up high, although I was always frightened of being up in the air. I don't think anyone is not frightened when you're way up in the air and the steel moves. It's a situation that commands your respect and gets your attention, I can tell you. I earned quite good money and continued to do that until I was a sophomore in medical school.”

The experience stayed with him throughout his life. He reflected on it when commenting on a successful infant bowel surgery while serving as a cancer specialist at the University of Michigan State Hospital at the end of the 1930s:

“When I was in the army I further developed my interest in bowel surgery, and reconstruction of all kinds, and also in plastic procedures, orthopedic procedures, all of which were an extension of my interest in doing things with my hands. I [had been] a steel worker* and it was satisfying to correct things with my hands.”

A few months ago, a patient walked from the outpatient clinic to the operating suites at San Francisco Medical Center. He had an infection in his knee that needed to be drained. Paul Preston, MD, was at work and evaluated the man. His condition wasn’t urgent, and he got a bed to wait in.

What happened next is a cautionary tale. The patient’s condition changed—quickly and unexpectedly.

Dr. Preston, who was in charge that day, had moved on and was artfully multitasking on several other matters.

A nurse popped around the corner and interrupted him.

“Dr. Preston, this guy is sick,” she said.

Rapidly changing situations are a part of life in hospitals and clinics. But how they are handled varies wildly, depending largely on whether there is a culture of psychological safety—one where employees can speak up freely and offer suggestions, raise concerns and point out mistakes without fear of negative personal consequences.

Despite volumes of findings linking psychologically unsafe work cultures with poor patient outcomes—up to and including death—the health care industry, including Kaiser Permanente, continues to struggle with creating the culture of open communication that is a key component of safety.

Fortunately, this nurse worked with a physician and in an environment where speaking up is welcomed.

“Boy, was she right,” Dr. Preston recalls. “The patient had become septic in the short time he was there. I was obviously preoccupied, but what she had to say was far more important.”

The need for culture change

Positive exchanges like the one that day don’t yet happen reliably enough.

“I think there is a culture of fear around speaking up,” says Doug Bonacum, KP’s vice president of quality, safety and resource management. “We have indication (of that) from People Pulse scores.” In the patient safety world, Bonacum says, it’s still too common to hear of events with adverse outcomes where someone knew something wasn’t right—but didn’t speak up.

Studies have shown that poor communication among surgical team members contributes to a significant increase in patient complications or death (up to four times as many adverse events). Poor communication is also to blame in more than 60 percent of medication errors nationwide.  

“If I had a magic wand and could change one thing about the health care culture and the way we work together in order to improve patient care, it would be around our ability to speak up and people's willingness to listen and act,” Bonacum says. “I think it’s mission critical for worker and patient safety.”

Unit-based teams, by addressing issues of status and power, instinctive fear of retaliation and more, are helping build a culture where people are able to speak up. Leaders play a critical role in that transformation by actively developing rapport with employees and/or explicitly admitting mistakes and “disavowing perfection.”

“The definition of leadership is creating the condition to allow your team to succeed,” says Dr. Preston, who is the physician safety educator for The Permanente Medical Group. He notes that in aviation, senior pilots are strongly encouraged to tell those working with them, “If you see anything wrong, please let me know as soon as possible.”

Building new habits

A modified version of that practice, a pre-surgery briefing, now takes place in most Kaiser Permanente operating rooms.

“We don’t really want to say in front of the patient, ‘Hey, if I screw up, let me know,’” Dr. Preston says. “So we go around and say our names and what we’re going to do, and it builds confidence.”

The briefing, he explains, “is a conversation to build the group’s knowledge of what they're supposed to be doing, what to expect and watch out for. It sets the expectation that everyone needs to speak up.”

Dr. Preston says holding a briefing is the single most important thing a surgical team can do for patient safety. And debriefing afterward is critical, too, he says: “It's a chance for teams to consolidate what they learn. . . and get more and more reliable.”  

Leaders—physicians, managers, union co-leads and stewards—should model the behavior of speaking up around errors. Creating a blame-free environment, Dr. Preston says, “involves the willingness of leaders to go first in displaying vulnerability. . . by talking about mistakes they made when they wish someone had spoken up.”

Structured conversations help

Putting in place mechanisms that encourage employees to speak up is another way to foster open communication around errors and performance improvement. Such systems also provide a forum where people learn how to express themselves clearly and non-emotionally—and help to reconnect them with the value and purpose of their work.

South San Francisco Radiology’s unit-based team, for example, has created a structured communication system where radiologic technologists are asked to speak up in the moment and “stop the line” when they encounter anything that deviates from the agreed-upon workflow or is a potential patient safety risk. Afterward, they fill out a brief report that captures the event. 

“We made it an obligation for people to speak up,” says radiologic technologist Donna Haynes, the department’s UBT union co-lead and a member of SEIU UHW. “We wanted to empower employees.”

Since implementing the program in April 2012, more than 250 Stop the Line forms have been submitted. As a result, the department has prevented a number of small events from reaching the patient—and has seen a 50 percent reduction of “significant events” from the previous year, incidents in which a patient is incorrectly irradiated, whether it be a wrong body part or a scan is repeated unnecessarily.

The Stop the Line forms are simple and easily accessed in work areas and radiation rooms. They’re not used for punitive purposes; they’re used to track workflow issues that then are addressed by the UBT.

“For us it was a big rush, really trying to empower people to take the time to do what’s right,” says Ann Allen, the medical center’s Radiology director. “Also having trust in the fact that ‘I can submit real data and it will actually implement change.’ ”

Continuous learning

Allen’s comment speaks to another huge benefit to creating an environment where people feel free to voice their ideas and concerns: It makes the difference between an organization that is continuously learning and improving performance and one that is stifling innovation and stagnating.

The link between higher-performing unit-based teams and the ability to speak up is clear.

The People Pulse survey has a set of 12 questions that get at a department’s culture and comprise the Work Unit Index. One typical question is, “In my department or work unit, I am encouraged to speak up about errors and mistakes.” In 2011, the survey found that departments where Work Unit Index scores were highest had better HCAHPs scores, more satisfied patients, fewer workplace injuries, lower absenteeism, and fewer hospital-acquired infections and pressure ulcers. Departments whose Work Unit Index scores were in the bottom quartile consistently had poorer performance in those same areas.

“High-performing teams are clear on the goal…and hold each other mutually accountable for outcomes,” Bonacum says. “That level of accountability to each other is what differentiates them and enables people to say something that lower-performing teams can’t and won’t.”

Once you get to a tipping point, Dr. Preston says, people will look out of place if they aren’t speaking up.

“There's no such thing as a perfect day,” Dr. Preston says. Even good surgeons make errors—routinely—and no system, he says, can eliminate human error entirely. “But the earlier the team can recognize what is called an ‘undesired state’ and trap it, the less severe it is. And this is a huge thing for labor and managers, because we’re all there (in the room). Everybody has eyes and ears. The person who’s engaged has a huge role.”

An open, supportive environment is one aspect of a workplace where workers can point out problems when they see them.

But to ensure the support doesn’t evaporate in the stress of a busy day, there needs to be more than the expectation that people will do the right thing. There needs to be a solid system in place that formalizes the commitment to speak up.

A Radiation Oncology team in Northern California knows this firsthand. From the time the South San Francisco Cancer Treatment Center opened in May 2009, its leaders worked to establish a culture that encouraged staff members to speak up when they saw something wrong and to provide input on process improvements. The center didn’t have a clear-cut mechanism for doing this, however; it was fostered through leaders’ encouragement and role modeling.

Then in 2010, a mistake was made—relatively small, but a HIPAA violation: A patient was accidentally given a printout with the personal information of another patient. The member returned the paper to the receptionist, and no lasting harm was done. But it highlighted the fact that staff members needed a way to record process failures, empowering them to address issues large and small, says Marcy A. Kaufman, the center’s Radiation Oncology administrator.

A protocol that calls for submitting a Responsible Report form was already in place for those times when an error reaches the patient. “But we wanted to create something where everyone can give input at all parts of the process,” Kaufman says.

Stop the Line

So the unit-based team created what its members call Stop the Line. If a radiation therapist or anyone else in the department encounters anything that deviates from the workflow or compromises care, he or she first acts to ensure patient safety, if such action is needed—and then fills out the Stop the Line form to document the incident. The focus is not on individual error but on what can be done to improve the system to prevent similar mistakes in the future.

“It’s a chance to look at the system to see if it is doing its job—are the checks and balances working? Or do we need to bring to the UBT and come up with a different workflow?” Kaufman says.

At monthly staff meetings, the team pulls out a binder with the Stop the Line reports and discusses the incidents and any follow-up actions taken. That discussion is important not only as a way to close the loop but also because it demonstrates to staff members that their voices were heard. The forms don’t drop into a black hole never to be heard of again.

“You have to constantly be talking about this to keep the momentum going,” Kaufman says.

The process applies to all staff, including physicians.

“In the field of medicine where, in general, it is quite hierarchical, it’s even more imperative we have a system like this to encourage every member of the department to speak up, regardless of title, to make sure we’re giving the best patient care,” says Amy Gillis, MD, the center’s chief of Radiation Oncology.

Dr. Gillis recalled the wrong-patient information episode. The initial assumption was that one of the medical assistants, who normally handle such paperwork, had made the mistake. This time, however, the culprit was a physician.

Staff members hesitated, Dr. Gillis says, wondering, “ ‘Should I really write up a physician?’ ” As she notes, however, “We all need to have a greater awareness.”

“It really does take everyone’s buy-in to make it happen and be successful,” she says. In this case, what it took to convince staff was input from the physicians themselves, with the doctors saying, “Yes, please write that up.”

Successful practice spreads

Stop the Line has been so popular that the cancer center’s four sister centers in Northern California have adopted the practice.

South San Francisco Radiology also adopted the Stop the Line form and process, adapting it to meet its specific needs. The department does hundreds of thousands of scans a year, from mammograms to basic X-rays to CT scans. With such high volume, radiologic technologists often feel pressure to keep patients moving through in a steady flow.

“We needed to give technicians permission to do the right thing,” says radiologic technologist Donna Hayes, the department’s UBT union co-lead and an SEIU UHW member. “We wanted them to know it’s OK to stop the process for this. I think it helped that it also came from management.”

As at the cancer center, the process is not used in a punitive way. Instead, it’s used as a way to highlight and address glitches in the workflow—not only within the department, but also in other departments.

“We’ve been able to take the data back to the orthopedics chief or take ED-related issues back to ED,” says Ann Allen, the Radiology director. “We funnel back to those departments that are partners so they can help us make changes.”