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    28 Ways of Compassion: A Guide to Transformation and Leadership for a Relationship-Centric Healthcare Culture
    28 Ways of Compassion: A Guide to Transformation and Leadership for a Relationship-Centric Healthcare Culture
    28 Ways of Compassion: A Guide to Transformation and Leadership for a Relationship-Centric Healthcare Culture
    Ebook169 pages1 hour

    28 Ways of Compassion: A Guide to Transformation and Leadership for a Relationship-Centric Healthcare Culture

    By Dee Borgoyn

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    About this ebook

    Be Compassionate, Create a Connection

    It’s becoming clear that organizations willing to explore compassion’s complexities—its hows and whys, nuances, and manifestations—can reap the rewards of far-reaching and culture-changing effects. However, before compassion can become part of organizational culture, we need a common language. Beyond offering a definition, this book provides actionable strategies to practice compassion. 
    Author Dee Borgoyn will show you why we need compassion, how we are healthier and happier when we show our compassion, that we are born to be compassionate, and how this translate to the workplace.
    ​With 28 Ways of Compassion, Borgoyn has created a useful tool for leaders in the healthcare industry and beyond who are looking to optimize employee retention and engagement while improving customer satisfaction.
    LanguageEnglish
    PublisherGreenleaf Book Group
    Release dateJan 15, 2019
    ISBN9781632992031
    28 Ways of Compassion: A Guide to Transformation and Leadership for a Relationship-Centric Healthcare Culture

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      Book preview

      28 Ways of Compassion - Dee Borgoyn

      begins.

      The Challenge

      "People don’t care how much you know

      until they know how much you care."

      —ATTRIBUTED TO THEODORE ROOSEVELT

      The people who provide our health care face unique challenges in applying what they know. They strive to give the recipient the most intimate and personal of services at a high quality while facing the complexities of medical practice management: extremely high financial overhead and risk and (for the foreseeable future) an unprecedented demand for services coupled with an insufficient and unreliable supply of people to provide them. With the aging population currently growing at a phenomenal rate, sometimes referred to as the gray tsunami, no discipline of the healthcare industry is left unaffected. The truth is that the aging wave impacts every industry from housing to dining in some way, but it is health care that is at the front lines, in the trenches.

      The elder living and senior services groups, in particular, are scrambling to meet the demands at their doors. Simple demographics mean many more people living longer with more complex physical conditions, yet wanting to age in place. The aging services industry has no choice but to find real answers, and find them now.

      As health-care providers are developing operational plans, there seems be an abundance of strategies and tools available for them to consider. These options may restate the problems and offer programs designed to organize and streamline processes. Some of the tactics are complicated and push groups to work harder, work smarter, work cheaper, and provide better customer service in the process.

      These resources may fail to dig deep enough. They may just scratch the surface of this caring field that is so undeniably tied to the complicated interplay between human beings and the human existence. The resources and programs take time to institute, yet they may not stand the test of time. Often they’re merely adhesive strips, flavors of the month, quick fixes that react to the symptoms but don’t address the basic underlying issues—bad connections between good people.

      What if there was a way to adapt our behaviors so that we could feel more fulfilled, with an enhanced sense of accomplishment, like we made a difference through our work each day? The bad news is that there is no one magic global remedy. The good news is that there is a major component in attracting, retaining, and maximizing the productivity of caregiving staff while empowering everyone to serve the patient in a caring, understanding, and manageable way. This powerful tool has been lying directly underneath our noses, unexamined, unidentified, and untapped.

      A Solution

      This mysterious, powerful tool, this solution to healthcare’s deeply rooted basic challenge is compassion.

      Like Dorothy, who needed ruby slippers to show her that everything she wanted was right at home, or the farmer who searched far and wide only to find acres of diamonds on his own land, we have overlooked a natural key to some of our hardest-to-solve puzzles: how to attract and recruit enough qualified staff, how to retain them and keep them highly engaged, and how to enhance communication through all levels of our organization’s communication. But the biggest puzzle of all is how to balance all of this against dollars—we face an enormous number of elderly patients living with serious health conditions, and payment for the care of those patients is based on quality experiences and outcomes. We all have the capacity for compassion within us, and through it we can unlock solutions to many health-care dilemmas.

      Any organization that truly cares about or for people must embrace conscious compassion as a defined, tangible subject deserving of top priority on the strategic agenda. Jane Dutton, Professor Emeritus of Business Administration and Psychology at the University of Michigan, said, When an organization’s capacity for compassion comes from the top, it can result in a kind of compassion contagion that sweeps the whole organization.

      Cold, unfeeling workplaces take their toll in turnover and stop discretionary efforts in their tracks. Where affection is shown at work, it seems to happen most often between coworkers; it rarely comes from management. Staff will report that they are highly connected and satisfied with their teammates but not with their leaders. Some studies are starting to suggest that when companies create more scenarios for leaders and management to interact directly with employees in positive ways, a more friendly, compassionate environment is created.

      There is a growing body of research showing that a compassionate environment can nurture a workforce that is emotionally and physically healthy and that this is an increasingly competitive advantage for businesses across the spectrum.

      It’s becoming clear that organizations willing to explore compassion’s complexities—its hows and whys, nuances, and manifestations—can reap the rewards of its far-reaching and culture-changing effects. However, before compassion can become part of organizational culture, we need a common language. This book offers a definition. We’ll discuss why we need compassion, how we are healthier and happier when we show our compassion, and that we are born to be compassionate. Yes! Compassion is a feeling, a desire, that we all innately have. The word compassion is passive, it is a noun. It is the verb, to be compassionate by acting on that desire, that creates the connection.

      Growing scientific evidence shows as well that withholding compassion actually creates harm to the self as well as others, and that individuals reap benefits from actively showing compassion. We’ll also examine some reasons that we hold back from showing compassion.

      What Is Compassion?

      All change, even very large and powerful change, begins when a few people start talking with one another about something they care about.

      —MARGARET WHEATLEY

      From recruiting and marketing materials to customer and resident/patient satisfaction training and surveys, from employee handbooks to company mission and vision statements, from HIPAA privacy declarations to patient rights proclamations, care and caring are terms that you can’t help but notice are being communicated in every setting of the healthcare environment. A large proportion of the people who enter the field of healthcare do so because they have a heightened sense of caring. Sometimes it’s based on a profound personal experience that has compelled them to become directly involved.

      When we start to explain the meaning of caring and defining service to customers (patients in our world), we often begin the conversation by describing specific behavioral examples such as showing respect, paying attention to detail, anticipating needs ahead of time, and remembering to smile and make eye contact. There is another much more intimate level to human interactions and connections when they occur in the context of medical care: intimacy that is both physical and emotional, especially if one is on the receiving end. Compassion is honest, genuine, intimate, trustworthy, brave, optimistic, competent, realistic, and

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