What is the most effective way to communicate new healthcare policies to your staff?

I believe the best way to share new healthcare policies is through a friendly meeting. Face-to-face interaction allows for questions and clarifications. A simple presentation with visuals can make it easy to understand. Also, sending a follow-up email summarizing key points ensures everyone's on the same page. Let's make it a collaborative discussion to address concerns and ensure smooth implementation. Together, we've got this!

In my experience, developing "personas" for each audience type to what is most critical to their job function help distill the most relevant information that can help audience to understand, adhere, and evangelize the policy impact. For example, Healthcare policies related to how digital patient information needs to be recorded and protected need to tailored to the specific audience. While the need to uphold privacy and protect patient information is common across all tiers, there are variations to its implications. Administrative staff during intake/triage in common areas need to be sensitive when collecting private information. Nurses and physician should exercise caution when discussing patient cases in waiting areas.

The "why", "when", and "how": In general, healthcare workers are (rightfully) busy taking care of patients and have poor awareness of policies. Customizing the "why", "when" and "how" around communications helps. Why: Reinforce the fact that awareness and adherence to policies lead to safety for patients and healthcare workers. When: Reinforce policies "just in time" (new or significant changes in policies, or with annual training), or in the context of an untoward or "near-miss" event. How: Use multiple methods, ranging from verbal communications during shift change to online modules. Recognize that, "healthcare workers" vary in their access to technology and their comfort level in assimilating information in the digital format.

If it was an entirely new policy on say the handling of sterile supplies after patient use- I found that multiple messaging touch points and varying information formats worked best. Example: 1 an email to all staff with a searchable and attention getting subject line that puts the policy into chronological bullet points for how the process is moving forward. 2. Print out the email and have charge nurses read at each shift huddle. After reading the email, call on 3 people with questions about the policy they just heard so it’s starting to saturate. 3 make a video to put in your unit Facebook group or what’s app group so there’s a visual aid along with verbal instructions

Having a two prong approach is helpful: written and verbal. The former using any newsletter available to the practice and having a guideline within the protocol website, and disseminating through the multidisciplinary meetings already in place. It always helps to have a champion (person or group) who will interact with those needed to practice the new guideline. Communication is the key, and an interprofessional approach is always useful.

In a highly evolved Lean organization, new policies and procedures would not evolve without the contributions of the front line workers. Through hoshin kanri, a series of catchball discussions that translate a strategic priority into how local teams can more towards a specific strategic target make it so most of the people in the organization will have contributed to the new policy, procedure, or strategic target. Daily engagement huddles are far more effective than emails, newsletters, town halls, and such.

Como Cirurgi?o Cardiovascular e Superintendente de Ensino e Pesquisa em saúde, reconhe?o a importancia crítica de comunicar efetivamente novas políticas de saúde à minha equipe. Ao avaliar nosso público diversificado, que inclui profissionais de saúde com diferentes níveis de especializa??o, profissionais da área administrativa e outras, adapto a abordagem de comunica??o para garantir relevancia e compreens?o universal. O constante diálogo e a abertura à retroalimenta??o garantem que as políticas evoluam de maneira adaptativa, refletindo as necessidades dinamicas de nossa equipe e aprimorando continuamente a qualidade dos cuidados e pesquisas em nossa institui??o.

Along with the most appropriate channel, leverage the 4-step process for clear communication of the policy impact: 1\ What: what changed in terms of the policy, 2\ Why: the reason for the change, 3\ How: how this policy change will impact job functions and work behavior, and 4\ By when: clearly documenting expected outcomes/changes/impact and by when. In addition, always provide a clear window of time and contact channel for audience to reach back for feedback, suggestions, or just to get questions clarified.

Dr. Hanson brings up a good point, in a lean organization that has practiced catchball with all levels of the organization - people would have been involved and already provided input. This means the announcement that the policy is taking effect, can easily be communicated in the daily huddles. The bulk of the information would have already been shared. When a primary care office was implementing big changes, the involved staff shared with the other staff in the daily huddles. It went well. In my experience, communicating policy or other big changes via emails creates surprise, uncertainty, and angst. If staff haven't been involved, the second best way is in person from someone who is known and trusted - the next level up of manager.

I believe interactive sessions, and direct discussions are the keys to success, because it will provide opportunities for each party to engage and explains each aspect & concerns

You could start by sending a detailed email outlining the new healthcare policies, providing key points and a link to a comprehensive document. Follow up with a virtual town hall where staff can ask questions and receive clarification on any aspects they find unclear. This ensures both written and interactive channels are utilized for effective communication.

One thing I’ve found helpful is not assuming that team members have the information or are aware of policy changes. Communication is key and having an open door policy helps community engagement. We strive to communicate clearly and precisely in the most effective way that each team member will engage and appreciate

My experience as an adult educator in healthcare makes me want to suggest the use of a multifaceted approach starting with good data. Information dissemination is only a portion of the full implementation plan which should include some policy champions from your non-managerial staff. The ongoing support for employees by leadership is essential for the success of new healthcare policies. The clinical application, much like in the education of Respiratory Therapists and Nurses are exposed to, where the policy champions can provide help along with validation in the clinic. To empower staff further we should also allow/encourage periodic review of policies, conducted by a group of diverse staff members.

Clear direct and indirect communication is vital when communicating any policy. Candor, openness and timeliness are also important tenants. I personally like the use of scenarios and visual aids to make policy more engaging.

In my practice, clarity is key. What you communicate should be simple and easy to understand by almost a 5 year old. 1. Keep it simple. 2. Use colors and visuals 3. Keep it short

It's important that as a leader, you're able to communicate clearly and effectively. However, I’d argue it’s just as important to be a good listener and make space for teams to express their thoughts. After all, they will have valuable insights that will help improve policies and practices. This is why Lean emphasizes listening to people closest to the work. Huddle boards are among the best practices to implement for bi-directional communication between leaders and teams.

Once you have created a variety of two-way communication forums (examples: town halls, staff meetings, SharePoint sites, emails, polls, etc.), it is important to be open and adaptive to revisiting and adjusting policies. It is in the doing and acting upon promises that leadership shines.

Getting the view of staff on the healthcare policies and how this would impact them and their work is essential as it helps address any concerns and clarify the need for the new policies and support successful implementation of the policies.

Too often, feedback and dialogue happen after a decision has been made by leadership. It is far better to have this discussion before a new policy is rolled out, so the policy is designed collaboratively between leaders and front line staff.

Having a rapport with your team is critical to getting feedback and creating an open dialogue. If your team does not feel their input is valued and no change will be made from their input, they will eventually stop contributing. This will have a negative effect on morale. Utilizing team input also helps team members to have more investment and support of organization or department changes.

Three levels of compliance need to be monitored and reinforced: 1\ Process change: how the changed policies (mechanisms) are being implemented, 2\ People change: how effective are various audience (people) types in complying with the policy change, and 3\ Technology: how well technology and support infrastructure is geared up to support the policy change and comply with it.

Well crafted policies have been designed by those who do the work, aligned with organizational requirements. Standard work should be designed to comply with policy to create high-quality outputs with a minimum of waste. Standard work always requires thoughtful training to a point where the worker can not only follow the tasks and task sequences, but explain why they are doing it in that standard way. Then ongoing audits by a process owner or their designees are followed by refresher training and/or adjustment/improvement to the standard work because operators have identified a better way.

Well, I’ve been self employed for 35 years. I’m 67 and have had to wear several hats throughout my career. It seems that technology and philosophy in general has changed tremendously over the last several years. So for me, and passing the torch, I would recommend just being a honest, compassionate, kind and pro-active human, is far more important than the details and initiating multiple layers of implementation. I get that employers need a handle on day to day operations but I have had good success by surrounding myself with like minds and like objectives…without ALL this stuff you’re advocating. Anyway, just my opinion…stay blessed!

Immediate compliance may occur due to newfound enthusiasm / information imparted. Sustainability is what needs to be monitored and tweaks in the policy may help to keep it going.

Eu uso bastante checklist para acompanhar o progresso e conformidade de novas políticas da institui??o. Vale investir tempo para fazer auditorias amostrais e gerais com todos os profissionais para garantir o sucesso do projeto.

People need to understand the why! What’s the story behind the change, how do you capture the desire, what’s in it for them, their patients, and/or the community they serve.

Before even policy changes, all stakeholders should be involved in discussions. Majority of time, simple solutions to complex problems come out of end users. So any change should start with discussions with root staffs, and involving them in such discussions increases their chances of acceptance of change.

Healthcare Leaders when you are communicating new healthcare policies to your staff, my experience says, it's important to be clear and concise. You can do this by: 1. Providing clear and consistent information 2. Covering the following points: What the policy is? Why it's important? How it affects staff? The benefits and risks Expectations and responsibilities Where to find more support or resources 3. Using multiple communication channels Including face-to-face meetings, Sending emails Sharing company newsletters, Intranet platforms Holding team meetings 4. Provide training 5. Get feedback 6. Have employees sign off on the new policy 7. Encourage participation & feedback 8. Provide support & resources 9. Recognise & reward compliance

I suggest consensus from staff input on the policy because they're suggesting thoughts to the policy and how it affects the organization as well as staff. I, also, suggest being transparent with the staff with the reasoning for the new, or revamping of an existing policy, because sometimes being vague leads to misinformation or worse.

Effectively communicate new health policies to your staff by emphasizing transparency and clarity. Clearly articulate the reasons behind the policies, emphasizing the impact on individual and collective well-being. Utilize various communication channels. Provide a platform for questions and feedback, demonstrating a commitment to addressing concerns and fostering understanding even in unforeseen circumstances.