What if everyone in your healthcare organization took personal accountability for the organization’s success? Many healthcare leaders would say that working in healthcare means being held to the highest levels of accountability. There are enormous amounts of data that provide feedback—to the industry, organizations, and employees—that helps us understand our performance on a wide variety of measures that range from clinical outcomes to patient perceptions of care. Regulatory bodies use some of this data to hold our organizations to the highest levels of accountability.
Linking Accountability to Measures of Success
But what really happens when performance on these measures falls below an acceptable level? Are our organizations really helping employees understand that they have ownership in their own accountability?
“The Oz Principle” is not the newest book on accountability, but it still speaks the loudest to healthcare organizations who want to foster a culture where employees own their own engagement.
How would you answer the following questions on behalf of your organization?
Accountability is important in every industry, but the nature of the work in healthcare means that it is most critical to this industry. “The Oz Principle” is based on a philosophy of “See It, Own It, Solve It, and Do It. Organizations that are cultivating cultures where employees hold themselves accountable try to weave these steps into every aspect of their work.
It is likely that your culture contributes far more to the success of your organization than your strategy. Has your organization created a culture where employees understand and own their own accountability?
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