Issue 12 - September 2003

Success file by Bob Levoy
Quality is in the patient’s eye

In the back of the eye where the optic nerve enters, is an area about 1.5 mm in diameter called the blind spot. What makes this area unusual is that it is not affected by light and has no sensation of vision.

Blind spots can also occur in the management of a practice when doctors and staff members fail to see the impact that their words, actions, office policies and procedures have on patient satisfaction and practice growth.

The purpose of market research is to identify those management ‘blind spots’ and learn the following:

• What you and your staff are doing right in your practice?

• What, if anything, are you doing wrong?

• What changes, if any, are needed?

In previous articles, we’ve discussed patient satisfaction surveys and focus groups. Here are additional market research techniques:

Ask a simple question
An outpatient survey from the Williamsport Hospital in Williamsport, Pennsylvania asks, “Have you used the Williamsport Hospital Services before? If yes, has the quality of the services improved, remained the same, or declined?”
The first principle in the quest for quality is recognition that quality is what the patient perceives it to be — not what you or I say it is (or what it should be).

Reality check: How would your returning patients answer such a survey?

Follow-up on defections
The average practice loses 10 percent to 30 percent of patients each year. Unfortunately, many of those who defect, just quietly leave, never stating their reasons for doing so.
On those occasions, when a patient announces his or her departure by chance, or when you or a staff member learn of it, consider sending a letter that leaves the “door open” in case patients find the quality of care and service somewhere else to be unsatisfactory. (See “Wish you were back!”)

Failure to meet expectations is the most common cause of patient dissatisfaction. In many cases, it can be traced back to a badly managed interaction between either the doctor or a staff member and the patient. An apology may be all that’s needed. If so, this simple and sincere letter may convince the patient that you’re truly sorry and have earned another chance. It’s worth a try.

If such a letter could retrieve only one or two patients who made the decision to leave your practice, it would be well worth your efforts.

A ‘no-holds barred’ staff meeting
Another low-cost way to undertake marketing research and identify your practice’s strengths and weaknesses is to ask your staff.

Staff members frequently hear patients’ comments about the practice but may not share such information. One reason for this is because the chiropractors with whom they work never ask.

To tap into this resource, distribute a list of questions to your staff. Then, schedule a “no-holds barred” meeting to discuss their responses. Sample questions might include:

• How would you describe our practice to an outsider?

• What compliments about the practice do you hear most often?

• What complaints do you hear?

• Where, when and why do misunderstandings with patients most frequently occur? What are your recommendations?

• What changes will improve patient satisfaction?

• What is it about the practice that gives you the greatest pride?

Staff members tend to be more objective about a practice than doctors are. They also view patients from a different perspective and see and hear things that doctors don’t. Listen to their ideas and insights. They may open your eyes to opportunities for improved patient satisfaction and practice growth.

Bob Levoy is a seminar speaker and writer. He can be reached at 516- 626-1353.