Same-Day Surgery Manager
`Don't confuse me with the facts!’
By Stephen W. Earnhart , MS
CEO
Earnhart & Associates
Austin, TX
I received a huge response from readers regarding the last column of "What have you done for me, today?" It always makes me feel good when I hit a topic that you can relate to.
Based upon a number of your comments, I wrote this month’s column. It could have been titled "Perception is Reality." But truly, what we perceive is our reality, as we have nothing else to base it on except what we can see, touch, sense, etc.
For example, consider the surgeons’ perceptions about turnover time between cases. If they leave the operating room at 9:15, and they don’t enter the room again until the next patient is asleep at 10:20, the turnover of that room, to them, is 65 minutes. Don’t confuse them by saying, "Yes, but" It doesn’t work. How do you dispel it? Difficult to do, unless you all agree on what "turnover time" is versus "patient-out-and-patient-in time" (which is really more accurate). Once you define it, post it daily, weekly, etc. until you drive home your point.
Another complaint is late start on cases. The perception is that the surgeon is waiting in the room, arm in the air, gowned, gloved, and ready to go, except no patient, anesthesia, staff, equipment, or open supplies. Often the reality is that the lab work is late, the patient is late, anesthesia is tied up in another room, the surgeon is not there, and on it goes.
All of us have done studies on why cases are late starting. Everything just mentioned is on that list, except for those who perceive it is always because of the "other person." Post the reasons for late starts in the locker room or lounge. Pull no punches, and call it as it is. As we will get to in a minute, there is a reason to dispel false perception of reality!
Consider these other perceptions:
- "I’m not getting the hours I was promised." I can almost guarantee that complaint is based upon one paycheck and not every pay period. Show them the facts.
- "There is nothing for me to do." Have staff read minutes of last several staff meetings where you are looking for volunteers to do different things.
- "Our benefits are horrible." Get a comparable benefits plan from another facility and show them how well they really have it.
Don’t let people get away with believing things that are just not true. It can become divisive and seriously injure morale and overall attitude. What we see all too often is surgeons who wish to leave a hospital or surgery center for another home because of false perceptions. Don’t let that happen!
One thing I enjoy is letting surgeons know that their cost per case is high. Of course their perception is that it is not. Price their preference cards and show them what their actual (or factual) cost really is. Compare it with another surgeon doing the same procedure with lower cost. There’s no reason why you can’t vent a bit yourself. Who knows? It just might tone things down a bit. [Earnhart & Associates is a consulting firm specializing in all aspects of outpatient surgery development and management. Contact Earnhart & Associates at 5114 Balcones Woods Drive, Suite 307-203, Austin, TX 78759. Phone: (512) 297-7575. Fax: (512) 233-2979. E-mail: [email protected]. Web: www.earnhart.com.]
