“Rapid Culture Change in an AMC; This is Not an Oxymoron” with Stanford’s Amir Rubin and Todd Prigge

In their talk, at NCHL’s Human Capital Investment Conference this past November, Amir Rubin and Todd Prigge share their experiences increasing both patient satisfaction scores and employee engagement in an academic medical center. Representing Stanford Hospital & Clinics, Amir Rubin, president & CEO and Todd Prigge, director, training, organizational development, and talent management, discuss how aligning processes for organizational improvements with organizational goals can lead to a much more efficient healthcare institution.

Leaders at Stanford developed the process for standard work related to human interactions entitled C-I-CARE, which was implemented in 2010. Designed to be relevant to all employees, C-I-CARE became integral to all Stanford’s operating procedures, from doctors, to nurses, to billing. Due to aggressive adherence to these policies, the organization was able to change their culture and eventually jump from the 59th percentile in patient satisfaction scores to the 87th percentile. To find out how they achieved these goals, watch their insightful talk below.

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Fieldnotes on Leadership in Health and Healthcare

Fieldnotes on Leadership in Health and Healthcare

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Fieldnotes on Leadership in Health and Healthcare

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