IA: What were your key goals?
Dr. Cagle: We wanted to deliver the right care, at the right time, to the right patient, while minimizing disruption that the conversion to electronic records might produce. We needed to engage our leaders and those at the bedside, and we had to have buy-in to make it work.
I knew the skills and practices of Facilitative Leadership® from a workshop I attended with two of my colleagues, and I felt I could leverage these as a powerful tool to help achieve the hospital teams’ outcomes.
IA: How was Facilitative Leadership® central to
Dr. Cagle: As our groups and teams were trained in Facilitative Leadership® practices over the last year, they were able to make amazing inroads, especially involving FL’s strategy of engaging stakeholders and bringing all points of view to the table to solve problems. We’ve seen drops in mortality, complications, length of stay – all with no increase in costs. Physician satisfaction rates have also risen, according to our Gallup survey.
IA: What else about Facilitative Leadership® was important in helping you realize the results you achieved?
Dr. Cagle: Facilitative Leadership® really broadens your solution set by getting more people involved. The physician’s natural inclination is to see a problem and implement a solution. That is the medical model. It is surgically oriented: diagnose, cut it out – and it’s cured. The problem is that we have vital parties – nurses, board members, patients, and so on – who are not physicians, and you really need cooperation. We, as doctors, only have one perspective – we cannot see the entire solution. Our perspective is one way – someone has to smack us upside the head and say there’s a bigger worldview we need to consider.
Facilitative Leadership’s® POV slowed us down long enough to make sure we had a 360-degree-view, or at least a greatly expanded view, to represent the problem and/or organization we were working with. This way of working together generates lots of solutions. The solution is faulty without the right people in the room. ‘Ready-fire-aim’ creates so much rework. I believe in the concept: ‘Go slow to go fast.’ Without it, we might otherwise spend days and weeks redoing what we could have done right the first time.