I recently re-read the words of broadcast journalist Walter Cronkite, “America’s healthcare system is neither healthy, caring, nor a system.”
This sad and yet truthful reflection, combined with the reality that our founding partner, mentor, friend, student of the classics, and therefore a natural etymologist – Tim Sullivan – had me thinking about the origination of the words we use in healthcare.
Two words in particular; hospital and patient.
A quick scan of history reveals that in the middle ages hospitals were in fact almshouses for the poor, or hostels for pilgrims. The word ‘hospital’ comes from the Latin word hospes, meaning an entertainer, host, a visitor, a guest, a friend bound by the ties of hospitality.
Another noun derived from this is hospitum which came to mean hospitality, or the relationship between guest and shelterer. Hospes is also the root of the English word host.
In my travels, I have witnessed many hospital leaders who have lost sight of the fact that our roots go back to providing shelter for the poor, a resting place for those on pilgrimage, and completely lost sight of the tenets of welcoming patients as guest or friend.
The English noun ‘patient’ comes from the Latin word patiens, the present participle of the verb, patior, meaning ‘I am suffering’.
The hospital should be a place of respite for the friend that is suffering.
I think it is fair to say that if you’re leading in a hospital (regardless of size) you’re contributing to the running of one of the oldest aspects of the “service industry”. Yet at many hospitals, we seem to have left the consistent delivery of this ‘service’ completely up to chance or in the care of those without the training and skills necessary to deliver upon the promise.
Service – from the old English meaning religious devotion or a form of liturgy, from old French servise or Latin servitium ‘slavery,’ from servus ‘slave.’ The early sense of the verb (mid-19th century) was ‘be of service to’, or ‘to provide with a service.’
What service is your institution providing those who are suffering that come to your hospital for care and cure?
Do you insist on telling your patients and communities why they should be satisfied with your ‘service’ because of how safe you are, what good ratings you get, or how qualified your staff are?
Or are you listening to those you are called to serve in order that you might better deliver the service(s) they need?
Your patients want to feel welcome, be treated kindly, understood, healed, cured, communicated with (not to), and they don’t want their time to be wasted.
The rest (the safety, the expertise and the qualifications) are a prerequisite – foundational and non-negotiable.
Are you listening to those you serve?
Change and personal accountability in health and care!
Standing on the shoulders of the rebels, the crazy ones, the trouble makers and the boat rockers – these are the folks that I am blessed to call my friends and my colleagues; these are the people that push the envelope for change, that embrace the hard work and the ones I love!
Here’s to Colin Hung, Linda Galindo, Helen Bevan, Tracy Granzyk, Dave Mayer, Michael Bennick, Paul Westbrook, Paul Levy, Katy Schuler, Steve Farber, Jake Poore, Diana Christiansen, Jason Wolf, Coleen Sweeney, Carol Santalcuia, Jason Gottlieb, Chris McCarthy, Kip Durney, Jim Rawson, Debra Barrath, and many, many more.
Changing the culture of healthcare takes a village of the committed, personally accountable, energetic, loving and audacious. I love these change agents!
Please join us on March 24th 20:30 EST (8:30 pm) on Twitter for a tweetchat #hcldr
I recently spent a day with a number of senior clinicians all working in an environment that is permitting pockets of disruptive, unprofessional, and quite frankly dangerous behavior amongst caregivers. The last conversation of the day ended with a chilling reminder that we still have much to do, “The problem is that for too long, to be successful in academic medicine, you haven’t needed to be polite, professional and well mannered…”
Last night I read a headline that really grabbed my attention…
Here was my reply:
I will start by saying that there is, in my mind, absolutely no place whatsoever for a disruptive (rude, hostile, ill-mannered, bad tempered) anyone in a safe, efficient, patient centered, healthy, just healthcare environment. Let’s not limit this to physicians…
I am sick and tired of hearing that being a technically excellent clinician and being a decent, respectful, polite human being are somehow mutually exclusive. They are not, and to suggest otherwise is disrespectful to the enormous number that are.
Please don’t suggest that organizations committed to improving the experience of those they serve are “getting rid of disruptive docs…” as an approach because they now have dollars tied to HCAHPS performance. This is a gross over simplification.
I’d offer that any healthcare organization that hires and retains mean, disruptive physicians (or anyone else) is complicit in creating a dangerous, un-just, unreliable work environment, not simply a less than ideal patient experience.
We need to start changing the conversation, raising our standards and expectations, and demanding more of one another. A world class, safe, reliable, effective experience is within our reach, but only if we stop confusing experience with “nice” and start holding ourselves and our colleagues to not only the highest technical standards but also high behavior standards.
I understand that we need to be mindful of the words we use, and am enthusiastically open to the idea that we need to lead with more “healthy innovative disruption” as we work to improve the safety and delivery of health and care. (Note the great work done by Helen Bevan and colleagues at the NHS with the notion of being a rebellious health and care change agent). But to suggest that disruptive behavior, in the way this article does, is somehow OK, and furthermore actually has a place in our healthcare environment, is reprehensible.
I’d love to hear your thoughts.