Pacific Accord Inc.
Solutions for Healthcare Industry
Client Comments
"We reduced the turnover, the number of grievances filed by employees and other indices. We moved from the
30th ranked hospital in Miami out of 30 to one of the top two hospitals in Dade County in just five years. I attribute that to Lou
Tice and The Pacific Institute."
- Don Cook, former CEO, South Miami Hospital
- Don Cook, former CEO, South Miami Hospital
It's not competing that brings
about high perfor-mance. It's knowing what the goal is. It's not so much expressing the goal in business metrics, but it's more that
of knowing how we measure it in personal terms, for ourselves and our families. That is the essence of what The Pacific Institute
teaches.
- Ken Smithmier, CEO, Decatur Memorial Hospital (staff of 2,400 employees and 300 physicians)
The Pacific Institute's programs, like Investment In Excellence®, have been used successfully in the healthcare industry for
nearly 30 years. The programs have proven to be as effective for house-keeping and food service staff as they are for MDs and other
highly skilled professionals. Program participants not only demonstrate better caring for their patients but, interact better with
each other.
Change is a constant in health care organizations and The Pacific Institute's knowledge helps people not only accept
change but embrace it both personally and professionally.
The
Four Cognitive Aspects that
Lower the Potential to
Achieve
We provide the tools that enable people to change their self-limiting habits, attitudes, beliefs, and expectations
that limit the expression of their potential. If two people with the same learned skills were placed side by side, one will out-perform
the other. The difference is on the inside in how each person evaluates situations and opportunities and believes
in his or her ability to perform.
The culture of an organization is composed of the shared habits, attitudes, beliefs, and expectations
that are brought into the environment by its members and those that are learned through interaction on the job. Some of these aspects
are explicitly expresed in conversation and others are implicitly known as "that is how we are."
The lessons from successful cultural transformations are instructive. Getting people to nod their heads is not the same as getting
them to move their feet... Ultimately, the critical difference between an organization that is highly reliable and one that is not,
comes down to culture: shared values, assumptions, and behaviors.
Rangaraj Ramanuham, Assistant Professor, Organizational
Behavior/Human Resources, Purdue University
Healthcare practitioners and staff are human, and like most humans, they resist
change. Unfortunately, the consequences of a culture that won't embrace change are more severe than in many industries. That's especially
the case today in a healthcare climate that is less willing to accept errors. Dr. Ramanuham asserts that in health care "errors pose
an increased risk, not because organizations have become more error-prone, but because conditions have become less forgiving."
Healthcare
organizations, such as hospitals and managed care organizations are some of the most people-sensitive businesses you will encounter.
However, care is not enough if the culture in which they operate is not constructive.
