Understanding expectations matters to experience excellence

In a recent personal encounter shared by our Director, Member Experience, Michelle Garrison, she told a story of her own healthcare experience related to a surgical procedure and how it made her feel as a patient in the process. Her experience and insights reinforced a critical point central to the conversation on experience excellence – expectations matter.

I first addressed this issue in the Patient Experience Blog two years ago when I wrote:

“Expectations are powerful. They influence what we see, how we act, and the way we react. They stir emotions and create real feelings from joy to anger, surprise to sadness. The reality of expectations is that they present an intriguing paradox in how they can and do influence the situations in which we find ourselves. Expectations are an individual and even very personal experience, yet at the same time they can be set by organizations, businesses and other people outside of one’s self. This makes expectation potentially the most valuable and perhaps most precarious tool in the discussion of consumer experience and in healthcare, the patient experience.”

As Michelle shared her story, she reinforced an important point from her personal experience. She noted, “We are continually looking for the best methods to help prepare patients and family members by ensuring they know what they are likely to face when they visit with a doctor, arrive at the hospital, leave a healthcare encounter and beyond. By setting their expectations ahead of time, we help prepare them and give them the opportunity for the best patient experience. However, even with the most comprehensive of processes in place, there are going to be times when expectations are not met and the patient experience will fall short.”

This was a profound statement for me as I realized in Michelle’s words reflecting on her encounter that she felt the provider would have provided expectations. It also raised an important point, and I dare say an opportunity. That in providing the best in experience we must also be willing to ask the questions and take the steps necessary to understand the expectations of those we are caring for.

In talking about her experience Michelle said “I was not the best of patients. Though, I am pretty sure if you were to ask my doctor, the nurses, anesthesiologist and the others who took care of me, they would not have anything bad to say about my behavior or me.” In asking why she felt that way, she added,

“Here is where I fell short. I did not ask enough questions and the questions that I did ask were not the right ones. I was not as informed as I could have been about what was going to take place and how I would feel after the procedure, and so my expectations did not match the reality of what occurred. I was given instructions both before and after, on the procedure and what to do if there was a problem, but there was nothing about how to deal with the lingering after effects and how I might feel. I mistakenly thought all of the information I needed would be given to me without my having to ask for it, but it was not. Of course, I could have reached out to my doctor, but instead I did what I am sure a lot of patients do, I turned to the internet to see if what I was experiencing was normal.”

This statement is powerful and eye opening in its potential reflection of the way many other patients or family members may feel in the midst of the healthcare system and their own experiences. This is a significant realization we may often miss, that while patients want to engage, they are not sure how to participate or what to ask. Or they believe what they need to know will be provided so don’t think they even need to ask. In concluding her story, Michelle shared, “It is important to understand that patients and family members are not always going to ask all the questions they should or even the right ones. They may not know what questions to ask because they will assume, like I did, that the answers will be in that packet of paperwork they were given.”

I think we would all agree Michelle was not a “bad” patient, but perhaps quite the opposite, a patient that was trusting in the system to take care of her. Michelle’s procedure was successful and the system did its job, but the realization here is that there is an opportunity for much more. In many ways creating a process for clarifying and understanding the expectations of all participants in the care encounter be they patients or family members, doctors, specialists or support services and in doing so together could be one the most clear, simple and impactful ways to create the best in outcomes overall. Thanks Michelle for helping us to see and understand this point with greater clarity. You are the patient experience!

Jason. A. Wolf, Ph.D.
President
The Beryl Institute

How Will You Inspire the Patient Experience Movement? Four Considerations for 2014

InspiredI am inspired. The New Year has arrived with great energy at The Beryl Institute. We start 2014 as a global community of practice of over 20,000 professionals, focused without hesitation on ensuring the best in experience for patients, families and one another in healthcare.

I am inspired by the continued commitments expressed for this work: by The Beryl Institute’s Patient Experience Scholars who met recently to share their research and reinforce their willingness to encourage and support others; by the members of the Global Patient & Family Advisory Council who want to influence how patients and family members are heard and engaged in making a profound difference in healthcare; by the many contributing to the development of the Patient Experience Body of Knowledge courses soon to be available to the community; and by many more.

I am inspired by how in the first two weeks of a new year, such commitment and intent can emerge, built on all that has come before and focused with purpose on the great opportunities ahead. As I reflect on this idea, a question emerged and perhaps a challenge for each of us to consider:

How will you inspire the patient experience movement in the year ahead?

I pose this question with the hope that actions and considerations from the smallest moments of unparalleled kindness to the largest strategic triumphs all find room to take root and grow. Inspiration comes in all shapes and sizes, but in this diversity it has strong commonalities – it causes us to feel a sense of something special and powerful. It provides a boundless energy to influence, lead, change and make a difference. This is an exciting prospect in seeing that each of us can choose to have an impact. And while no two actions will be exactly alike, I do want to offer a few thoughts on how you can continue to frame your patient experience efforts to inspire yourself and others.

As we return to the definition of patient experience, I continue to experience its relevance time-and-time again in the application of these words to central actions associated with excellence. In reviewing its words – the sum of all interactions, shaped by an organization’s culture, that influence patient perceptions, across the continuum of care – I again see clear directions on moving your own experience efforts forward. They include:

1. Reinforce strategic focus. Patient experience has proven itself to be a relevant part of the healthcare conversation. It has surpassed the challenges of being dubbed a fad; it too has shown it has stronger legs than just serving as a policy framework. Experience is a central strategic pillar to organizational performance and success. Patient Experience in its broadest sense should be a clear and transparent component of every healthcare organization’s strategy.

2. Clarify and map your critical interactions. Experience doesn’t happen on billboards or in espoused actions, it happens at the most personal moments, at those points of engagement between one individual and another. The ultimate tool in patient experience improvement is your self, your heart, your hands and arms, your minds, your compassion and your common sense. We have a huge opportunity to map the interactions that occur on the patient path to ensure we consider the most effective way to respond at every touch point.

3. Model desired behaviors. Simply put, if interactions drive experience, then the behaviors that comprise them are the conduits that direct these interactions in one way or another. Organizational culture is shaped by behaviors, they represent the people, presence and purpose of an organization overall and no slogan, policy or program will trump the power of individual behavior. We must model, observe, coach and improve constantly to impact experience outcomes.

4. Expand your listening. As we ended 2013 exploring the Voices of Measurement, we learned that the power of data is only as valid as what we choose to do with it. Collection or reporting data for the sake of data misses the opportunity for learning and relevant action. To capitalize on the value of the voices that surround us in healthcare we must expand our listening. Experience is measured first in the direct voices of healthcare consumers, who remain our most significant mirror into our own efforts, but it is also found in the voices of our peers and colleagues. We are only capable of achieving our strategy through our people. They are much more than pawns to direct, but rather living resources accountable for ensuring excellence.

Perhaps these ideas will help spark your own thoughts on how you will choose to inspire the patient experience movement. Regardless of which direction you go, I hope you recognize the power that exists in your own personal choice and the ability to impact the experience of the person that is coming next. The year ahead can and should be about a great many things both personally and professionally. My hope is that you find you can and will be an inspiration in your efforts. This cause is too great for your efforts to be anything less. Now the question remains, what will you do? I look forward to your updates with great anticipation.

Jason A. Wolf, Ph.D.
President
The Beryl Institute

The Conversation on Patient Experience Improvement Continues: A Reflection on Three Years

Most people would suggest that change doesn’t happen overnight, and while I believe change does take time, it does not need to take a lot of time. In fact, change, like most things in life, requires nothing more complicated than a simple choice. It is this same idea – the power of choice – that I use to frame all my discussions on patient experience improvement.

I share this idea of choice and change on the week that The Beryl Institute itself turns three years old. As we have seen the patient experience movement grow and flourish, it too has been a journey of change and choice. From the very first member signing on in September 2010, to the now over 18,000 members and guests from 45 countries around the world, The Beryl Institute community has made big choices and as a result driven big change.
Over the course of the last few years I have written about engagement, involvement and community and I am excited to say that the state of The Beryl Institute community is strong. We have seen a growing use of thedefinition of patient experience. We have also experienced almost a doubling in organizations having a formal definition of patient experience (something we stress as critical) as revealed in the 2013 State of Patient Experience study and represented in the recent powerful infographic of the findings. We have also been inspired by the growing “#IMPX” movement with increasing numbers of organizations creating compelling videos of their teams reinforcing the message – “I am the Patient Experience”!

At the Institute, we have also worked hard to ensure all voices are engaged in the conversation on patient experience improvement. We have authored an extensive series of publications to be a resource to all those working to impact the patient experience – from the C-Suiteto the front lines from students to patient and family members. This effort has been expanded by the launch of the first of its kind Global Patient and Family Advisory Council to ensure this critical perspective is central to all we do. It has been supported by not only our virtual community connections, but also the consistently growing annual Patient Experience Conference providing practitioners the space to reconnect and reenergize every year.

In shaping the knowledge and information base for patient experience improvement, we have led the effort to create a comprehensive body of knowledge focused on developing patient experience leadership now and into the future and guided by the input of over 400 healthcare leaders around the world. We have also awarded over 25 patient experience grants to support direct research projects on patient experience improvement where it is taking place – on the front lines. Most recently we have announced the launch of The Patient Experience Journal, a multidisciplinary, peer-reviewed publication designed to share ideas and research, and reinforce key concepts that impact the experience of patients and families across healthcare settings.

The full history of the Institute is rich, but more importantly it exemplifies the very power of choice and of community I mention above. It was the choices of so many that made these offerings and resources possible. It will be the continued contributions of community members that will maintain this growth and drive the patient experience movement forward. These choices have led to great change and our hope is to continue to support this growth by providing a gathering place for ideas, a dynamic space for interaction and a vibrant hub for continued dialogue on patient experience improvement. We have arrived at this point with the guidance, leadership and support of so many around the globe…for this we are forever grateful. We now humbly go forth knowing there is much more work left to do. Happy Anniversary to you, this passionate and engaged community. We celebrate how far we have come together and look forward to continuing this journey with you!

Jason A. Wolf, Ph.D.
President
The Beryl Institute

Involvement is the Path to Patient Experience Excellence

InvolvementBlogThe words of the day in healthcare of late, especially in light of the policy undertones influencing the system in the U.S., are around engagement and activation, especially of patients, but also focused on staff, physicians and community. Studies show that activated patients are more apt to have greater patient experiences (When Seeing the Same Physician, Highly Activated Patients Have Better Care Experiences Than Less Activated Patients, Health Affairs, July 2013 32(7):1295–1305) and the e-patient revolution is well underway as exemplified by such organizations as the Society for Participatory MedicinePapers espouse the power of staff engagement as the means to better experience (The Role of Organization Culture in a Positive Patient Experience, The Beryl Institute, 2012) and community engagement is reflected by growing involvement in strategic efforts such as what I experienced at the William Osler Health System in Brampton, Ontario, Canada.

While these ideas are external efforts that influence specific organizational strategies and associated actions, I was struck with the recognition this too is what we have worked to model via The Beryl Institute ourselves. As a global community of practice, we have been clear in declaring a mission to create a dynamic space for members to convene, engage and contribute to elevating, expanding and enriching the global dialogue on improving the patient experience.

In just the last two weeks we held the very first call for our Global Patient and Family Advisory Council (GPFAC), an incredible group of patients and family members committed to serving in ensuring patient and family voice is part of the patient experience movement. Their generosity of spirit and commitment to this cause left me inspired and excited for all we still have to do in our efforts to improve experience. We also met with our Patient Experience Advisory Board for their quarterly call to review our direction and strategy as an Institute and ensure we are meeting the needs of those on the front lines addressing the patient experience every day. In that conversation I was moved by the excitement and commitment to the movement we all support. It is through the generosity and spirit of these two groups, and also the continued contributions of members and guests via On the Road visits, sharing case studies, and through a record number of Patient Experience Conference speaking submissions, as just a few examples, that the sense of involvement was palpable.

Involvement, you could argue is a play on all these words: engaged, activated or even participatory. I do not want to play the semantics game, but for sake of discussion, one can be engaged or even “activated” without a true bias for action, they can simply serve as states of “being”, not doing. Perhaps this is why the Gallup Organization uses the term “actively engaged” to reinforce their measures of a highly engaged workforce. Participation, more so, suggests action, as it requires the individual to be doing something. Involvement continues to expand that reason, from one of a state of being to one of acting. In fact one definition of involvement I saw encompassed these very terms (parenthetical comments are my own): to engage (an action) as a participant (an active contributor).

The takeaway for me here is simple, as we have seen in countless organizational visits, cases and presentations, as we have uncovered in research efforts and benchmarking studies and perhaps most importantly what we have experienced in our very organization is that not only does involvement matter, it has significant influence on what can be achieved, how it is achieved and how quickly it can be achieved. An unassuming word on its own, involvement, may provide a profoundly important key to success in a healthcare world now intently focused on the improvement of the experience of all, patients, family members, community and caregivers. I believe that involvement is a fundamental component of any path to patient experience success. The question that now remains is how involved are you in your efforts and how willing are you to involve others in your success? I also strongly invite you to get involved in the patient experience movement and The Beryl Institute. We all still have significant and exciting work ahead!

Jason A. Wolf, Ph.D.
President
The Beryl Institute

The Importance of Voice in Improving Patient Experience

As The Beryl Institute has grown from a small group of committed individuals to a true global community, I have learned something very important. There is tremendous power in giving voice to ideas. Voice is not just the spoken word, but also the expression of opinion and thought, of creativity and passion, through multiple avenues. It is this essence of giving voice that rests at the core of excellence in patient experience itself.

My hope is that the Institute has reinforced that very fact. More than just a membership association or a research organization, the Institute’s strength in supporting those working to improve the patient experience has been in giving voice to the over 15,000 members and guests that engage in our community of practice. It was members and guests that provided input on the largest patient experience benchmarking study to date, it was members and guests who over 400 strong have contributed to creating the Patient Experience Body of Knowledge, it was members and guests who came together to author the definition of patient experience.

Why is this important? Because we have been built by and for our members in the way I have seen the most successful organizations address the patient experience itself. Those organizations have created the means to engage the range of voices they encompass. Those successful facilities and practices, systems and centers have made a commitment to intentionally listen and actively engage the voices of their community. They did this by:

  • Creating the opportunity for the voice of patients and families to be heard, not just in formal advisory roles, but also in common interactions. Those organizations that have incorporated patients and families as critical partners in the care experience excel at ensuring the best in service, quality and safety.
  • Providing the means for the voice of staff to be heard, not just through engagement surveys, but also as active contributors to an environment of continuous improvement. The ability to speak-up, offer ideas and even challenge the status quo without fear of repercussion has led to great improvements and important changes in the delivery of care.
  • Offering the chance for the voice of the community to be heard, more than just asking for contributions to foundations or causes. The engagement of community through strong presence and focused outreach shapes the nature of a healthcare organization, be it a rural community health center or a major urban hospital. In healthcare we hold a unique place in the communities we serve and play a role no other service provider can.

The importance of voice plays a central role in improving patient experience in healthcare settings around the world. In fact, in our most recent paper, Voices from the C-Suite: Perspectives on the Patient Experience, the executives we interviewed consistently talked about the importance of engaging the voice of patients, family and staff.

In no small part then is the importance of continuing to ensure the power of voice is included in all we do at the Institute. We have opened the year with a series of papers, including the Voices from the C-Suite mentioned above, that provide the opportunity for voices to be shared. This will be followed by Voices in Practice and ultimately Voices of Patients and Family, as we look to reinforce this simple, but significant tool and the lessons it offers in impacting patient experience.

Perhaps more importantly, we commit to ensuring the voice of the patient experience is heard. It is in our collective expression and sharing in which each individual and the organization they represent can learn and grow. It is ultimately in expressing our voice that we give the greatest gift to one another, it is in inviting that voice that we show the greatest of respect.

Improving the patient experience is not just an act, it is critical dialogue; one that we must foster and encourage. Its impact is greatest when all voices are heard. Our commitment is to provide the space for that to continue. My question now is how will you use your voice to impact the patient experience and how will you engage the voices of others? This is one conversation we must never let end.

Jason A. Wolf, Ph.D.
Executive Director
The Beryl Institute

Patient Experience: A Global Opportunity and a Local Solution

Last week we held the second call of the new Global Patient Experience Network supported by The Beryl Institute. The call included Institute members from eight countries and spread across 18 time zones. Despite our differences in location, time of day, native language or accent, when the conversation started, we discovered that the concepts at the core of improving patient experience are fundamentally the same. Providing the best in experience for patients, families and the communities (and countries) we serve is an unwavering focus for people across healthcare systems and functions around the world.

As I listened to the conversation and we dug deeper in identifying what posed the greatest challenges and offered significant opportunities for improving patient experience, I was struck by the recognition (and even relief) that participants showed in how similar their issues were. One participant offered, “It’s comforting to know we are all contending with the same challenges and questions moving forward,” with a second individual noting, “It is amazing that at the end of the day we are all working towards the same end and facing the same issues.” This realization drew agreement and raised the excitement of the group in understanding that even with great distances between us, there are great similarities and therefore possibilities.

The group identified the same top issues central to patient experience efforts that I have seen in my travels. They included:

  • The importance of organization culture and our ability to manage change in today’s healthcare environment
  • The understanding and effective implementation of patient (and team) interaction processes from patient, physician and staff engagement and involvement to service recovery, post care follow-up and building consumer loyalty
  • The implications of measuring our patient experience efforts to gauge perception and understand the impact of each effort
  • The value of the structure of patient experience practice itself, ensuring a clear focus, supportive leadership, aligned roles and right structures to deliver on the best experience possible

While these are not the extent of the issues faced in addressing patient experience, it was evident that among peers separated by great distance, they still had closely knit similarities. This was especially significant for our team at the Institute as we have always approached our work from the belief that while systems may operate differently and policies might be distinct, the very fundamentals that drive a positive patient experience – the power of interactions, the importance of culture, the reality that perceptions matter and the realization that experience covers the continuum of care – as framed by the definition of patient experience, continues to hold true.

With this great commonality and the excitement generated in the discussion, it was also evident that our members recognized that patient experience is a local, dare I say personal effort. Each and every individual that plays a role along the care continuum has some level of responsibility. It is based on the sum of all interactions, as we suggest, that a patient and their family members gauge their own experience. Therefore in building a patient experience effort, it requires an understanding of your own organization, the people that comprise it, and the community (and demographics) that you serve. Patient experience success is not driven by a one model fits all solution, it is and forever should be something that meets the need of your organization and your patients whether in San Diego or Sydney, New York or New Delhi. Ultimately, patient experience is a global issue, but it is and will continue to be up to each of us locally to bring these grand ideas, the critical practices, and the day-to-day needs to life in every encounter. There is a great opportunity we have been given to move beyond policy to true cause, beyond process to effective practice and beyond “have tos” to “always dos”, that will impact the lives of patients and families globally. I have always suggested it is a choice…I maintain that and hope it is part of all our resolutions for positive and healthy New Year!

In reflecting on the launch of the Global Network and other Institute efforts in 2012, it is clear that this has been an amazing year for our growing global community, with now over 11,000 members and guests in 28 countries focused on improving the patient experience. We have all committed to something noble and important, the best possible experience and the health and well being for our fellow man. And we have been given a great opportunity, to turn a global need into something each and every one of us can impact directly. Happy Holidays to you all and I look forward to continuing to learn and grow together in the year ahead.

Jason A. Wolf, Ph.D.
Executive Director
The Beryl Institute

7 Steps to Accountability: A Key Ingredient in Improving Patient Experience

As I continue to visit healthcare organizations and engage with leaders globally there are clear emerging trends at the heart of effective efforts to address the patient and family experience. In my recent series of blogs I suggest we must recognize the implications of patient perceptions as a focus of our patient experience efforts. I support this by reinforcing that culture is a critical choice for organizations to consider in terms of how they look to shape those perceptions. In fact we cannot overlook the centrality of culture to the very definition of patient experience overall. I add that it is on a strong cultural foundation that we can then ensure a sense of engagement for our staff and patients.

The missing piece in this important dialogue is that of building a foundation of accountability in our healthcare organizations. It has been identified as a top issue for healthcare leaders during my On the Road visits and at our Regional Roundtable gatherings. In looking at all the suggested paths and plans to accountability some general themes emerge.

Building a basis for accountability in organizations requires a number of committed actions. Without these organizations run the risk of falling short on their defined patient experience objectives. They include:

1. Establish focused standards/expectations – Determine and clearly define what you expect in behaviors and actions as you create a culture of accountability.

2. Set clear consequences for inaction and rewards and recognition for action – Be willing to reinforce expectations consistently and use as opportunities for learning.

3. Provide learning opportunities to understand and see expectations in action – Ensure staff at all levels are clear on expected behaviors and consequences.

4. Communicate expectations, reinforcing what and why consistently and continuously – Keep expectations top of mind and be clear that these are part of who you are as an organization in every encounter.

5. Observe and evaluate staff at all levels providing feedback and/or coaching as needed – Turn actual encounters, good or bad, into learning moments and opportunities to ensure people are clear on expected behaviors and actions.

6. Execute on consequences immediately and thoughtfully – Respond rapidly when people miss the mark (or when people excel) to ensure people are aware of the importance of your expectations.

7. Revisit expectations often to ensure they meet the needs and objectives of the organization – Remember standard and expectations are dynamic and change with your organization’s needs. They must stay in tune with who you are as an organization (your values) and where you intend to go (your vision).

Accountability has been tossed around more and more in conversations today in healthcare organizations as something that leaders want to see more of. The reality is that accountability is not just something you simply expect and it just miraculously appears, it is something you must intentionally create expectations for and reinforce. As with patient experience itself, accountability needs a plan in order to ensure effective execution.

I often speak of patient experience efforts as a choice; one that requires rigorous work. This is overcoming something I call the performance paradox, which helps us recognize that many things we see as simple, clear and understandable are not always easy, trouble-free and painless to do. Yet I would suggest we have no other choice. As a positive patient experience is something we owe to our patients and their families in our healthcare settings, creating and sustaining a culture of accountability is something we actually owe to our staff in supporting their ability to create unparalleled experience.

Jason A. Wolf, Ph.D.
Executive Director
The Beryl Institute

Engagement: A Cornerstone of an Unparalleled Patient Experience

Over the last decade, engagement has been a consistently evolving strategic management term, first from the perspective of employees and more recently in healthcare with a line of sight on patients and families. In the simplest of terms, I see engagement as the involvement that someone has in a process or effort. Common discourse has had it tend to the positive by asserting employee engagement is a desired state versus just an action or behavior. Recent research (Shuck and Wollard, 2009) on the term employee engagement noted that with its rapid increase in use the definition of engagement has become muddied. Yet across the descriptions of this phenomenon there was consistency in describing engagement as a personal decision (not an organizational one) and one grounded in individual behaviors (as they relate to organizational goals).

This has significant implications for both employee and patient engagement.  In the end it is about creating the environment in which individuals can choose to actively engage. Organizations cannot create engagement. Rather they can create the environment and reinforce the behaviors in which engagement can grow and thrive. This has significant implications for our work in healthcare overall.

Some have said that patient engagement is the latest buzzword for how we work to involve patients and families in the overall care experience. As a concept it has ties to safety and quality and links to the discussions on the application of meaningful use. Patient engagement is focused on ensuring patients take actions in order to obtain the greatest benefits of the healthcare services available to them.

The Nursing Alliance for Quality Care (NAQC) has deemed patient engagement “a critical cornerstone of patient safety and quality”. Their efforts have outlined a comprehensive set of nine principles to consider when engaging patients in their care. They stress “the primary importance of relationships” between patients, families and providers of care as key to effective engagement overall. This work stresses the foundation of relationship and partnership as central to the care experience.

These ideas are essential elements in how we identify experience overall at The Beryl Institute. At the very heart of the definition of patient experience is every interaction that occurs between a patient, family and the healthcare system in which they find themselves, from the deepest of relationships to the briefest of encounters. I believe we need to consider engagement more broadly and link its contributing values to the cornerstones of quality, safety and service. Together, quality, safety, engagement and service establish the legs on which the most comprehensive and positive patient experience can be built.

The same perspective can be taken when looking at the employee aspect of engagement. If engaging employees is around the behaviors of individuals that contribute to the goals of an organization, there is truly one means by which we can influence this action – the culture on which we build our very organizational existence. This leads us again to how we define experience at The Beryl Institute.

In reinforcing that the patient experience is “the sum of all interactions”, as we noted above, “based on an organization’s culture”, then healthcare organizations must have a strong commitment to not only create a positive environment for our patients and families, but one that supports the efforts of our staff, employees, and associates as well. In my travels to hospitals on behalf of the Institute both in the U.S. and abroad, I am continuously reminded that there is great power in the culture of an organization to drive excellence in experience. It is the foundation on which care givers and those that support them act and it shapes the environment in which care is delivered.

In considering engagement, I encourage us to move beyond the concept as a “nice to have” in our organizations, to a “must have” if we are to provide the best experience for patients and families alike.  Engagement is not what we directly create, it is the result of doing the rest right – of creating vibrant and supportive cultures of service, quality and safety – of care at the highest order at every touch point across the continuum of care. If we do so and do so well we ensure the greatest of perceptions from our patients and the unparalleled experience we would want for our families and ourselves and we know they undoubtedly deserve.

Jason A. Wolf, Ph.D.
Executive Director
The Beryl Institute