Research shows Caregivers care more about patients than themselves #ptsafety

PRESS RELEASE

August 29, 2011
For Immediate Release
Contact: Divya Menon
Association for Psychological Science
202.293.9300
dmenon@psychologicalscience.org

Can changing a single word on a sign motivate doctors and nurses to wash their hands?

Campaigns about hand-washing in hospitals usually try to scare doctors and nurses about personal illness, says Adam Grant, a psychological scientist at The Wharton School, University of Pennsylvania. “Most safety messages are about personal consequences,” Grant says. “They tell you to wash your hands so you don’t get sick.” But his new study, which will be published in an upcoming issue of Psychological Science, a journal of the Association for Psychological Science, finds that this is the wrong kind of warning.

Hand-washing is an eternal problem for hospitals. Healthcare professionals know it’s the best way to prevent the spread of germs and diseases. But, on average, they only wash their hands about a third to a half of the time they come into contact with patients and germs.

Grant had done research in hospitals before, on topics like getting nurses to speak up about safety and reducing burnout among doctors. But when his first daughter was born, Grant’s attention was drawn to the hospital’s signs about hand-washing. “I noticed a real disconnect between what the signs were emphasizing and what I knew as a psychologist,” he says.

As a psychologist, Grant knew about “the illusion of invulnerability”—that most people think they aren’t at risk of getting sick. His own research had also shown that people aren’t motivated only by avoiding dangers for themselves; they also go to work because they want to protect and promote the well-being of others. The problem was, the signs warned about personal risks. These messages should fall on deaf ears among healthcare professionals, who are frequently exposed to germs but rarely get sick. “If I don’t wash my hands, I’ll be okay. But patients are a vulnerable group,” he says.

To test that, Grant and his coauthor, David Hofmann of the University of North Carolina at Chapel Hill, came up with two signs to post over dispensers for soap and hand sanitizer. One said “Hand hygiene prevents you from catching diseases.” The other said “Hand hygiene prevents patients from catching diseases.” They posted these signs above different dispensers in a hospital and recorded how often people washed, measuring how much soap and gel was used― and having trained observers spy on their colleagues.

The sign about patients was the winner. Healthcare professionals were much more likely to wash their hands if they were reminded that they were keeping patients safe. The patient sign increased soap and gel use by 33% per dispenser, and healthcare professionals were 10% more likely to wash their hands. The sign about personal risks did no good.

“Our findings challenge prevailing wisdom in the healthcare professions,” Grant says, “that the best way to get people to wash their hands is to scare them about their own health. Instead, his research demonstrates, you should remind them that hand-washing helps others.

A lot of interventions work well in the beginning, then drop off, and these studies only lasted two weeks. Grant suggests that future studies should test whether these signs would continue to work in the long term. It might be possible keep the message fresh by changing the signs frequently to mention different patients, or to use different slogans, like “Did you wash your hands? What if your mother was the next patient you saw?” Grant says. The punch line here is that it’s not all about me. To motivate people to engage in safety behaviors, we should highlight the consequences for others―not only themselves.

For more information about this study, please contact: Adam M. Grant at grantad@wharton.upenn.edu.

The APS journal Psychological Science is the highest ranked empirical journal in psychology. For a copy of the article "It’s Not All About Me: Motivating Hospital Hand Hygiene by Focusing on Patients" and access to other Psychological Science research findings, please contact Divya Menon at 202-293-9300 or dmenon@psychologicalscience.org.

I read this study this over my morning cup of coffee. Everyone else will get out of this article that the caregivers think they are invulnerable. Instead, I continue to see another article about how great our caregivers are. This article shows me that caregivers care more about their patients than their own personal safety. By changing a sign to say their patients may be at risk, rather than saying their own lives maybe at risk, caregivers increase their handwashing by 10%! This is not an insignificant amount.
This is also a very interesting case study on the nudge effect. Many times, everybody wants to make gigantic changes when there is a problem. But often times, it is a subtle change that can cause a huge effect. It is not easy, but it is about asking the right questions. In my mind, this sign is a big innovation (innovation does not always have to equal new technology).

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Company Culture Counts... and its easier than you think

« Welcome Oren Jacob, Our Fantastic New EIR | Main

Company Culture Counts

What a great week I had last week. On Tuesday I attended the Splunk Worldwide User Conference. On Thursday I attended the SAY Media all hands meeting. (On Wednesday I had board meetings for StumbleUpon and Ebates -- they're building awesome companies as well, but that has nothing to do with this blog post). Both events reminded me of what excited me enough to invest in these companies over a half a decade ago. And both events reminded me that company culture really matters.

There is no single culture that assures a winning startup. Splunk and SAY have very different cultures. But I have found that successful companies have distinct cultures that reflect the values of their founders and the focus of the business they're building. What's more, successful startups have founders who really care about culture. And that desire to build a purposeful company sets the tone for the business as it grows.

When I invested in Splunk and SAY, each had fewer than half a dozen employees. Today both companies employ several hundred people and are growing rapidly. Yet despite growing by dozens of people a quarter, their company cultures are stronger than ever. This is in no small part due to the fact that both companies prioritize maintaining culture. New employees are not left to discover company culture on their own. Employee "indoctrination" (and I mean that only in the most positive of ways) begins at orientation and is an ongoing effort. As a result, culture is transmitted and propagates from one generation of employees to the next.

Since the early days of Splunk, it has been characterized by a sort of geek hipness (no, that is not an oxymoron) that has proven a fantastic cultural glue for the company. In many ways that hipness is reflected in the name Splunk itself. The company started out its life as Oplicity, then Transaction Engines, but neither name captured the attitude the company was trying to project. Along came the name Splunk -- a play on the idea of spelunking your log files -- and a culture and attitude were born. Splunk rules the trade shows with their often edgy t-shirts ("Taking the SH out of IT" remains the classic), which are worn with pride by customers, employees and board members alike. As Splunk has grown and delivers increasingly powerful solutions for giant corporate customers, the geek chic attitude continues to permeate the company and provide a unifying identity that will long outlast those of us who witnessed its birth.

SAY Media has always had an equally quirky company culture. From its inception, SAY has encouraged its employees to think creatively about its products, its brand, its attitude. The company's marketing materials have always featured employees. SAY videos have been produced starring its employees as actors and musicians. Company parties showcase employee bands. Company t-shirts are conceived of and designed by the people, of the people, for the people. The openness of SAY Media's culture assures that it is molded by the creativity of the employees from the bottom up, rather than by mandate from the top down. The culture that has emerged was clear at last week's All Hands Meeting, the highlight of which was the awarding of the "Raddies" -- a crowd-sourced award for those employees who exemplified the cultural values of SAY Media. The creation of the Raddies, the nomination process, the design of the trophy, and the awarding of the prize, all reflect the very same open and creative culture that they celebrate.

That all sounds like great fun and games, but why am I so high on company culture as an investor in startups? It is because culture matters. Companies with a strong culture inevitably find it easier to recruit like-minded employees. What's more, a strong culture dramatically decreases attrition. Companies with a shared purpose are more efficient -- they work well together in pursuit of a common goal. Employees can appreciate their company's priorities and focus on the stuff that matters. And, at the end of the day, fun and games matters. People would rather work at a company that they genuinely enjoy and believe in than one that lacks any real sense of purpose.

No two companies in which I have invested have the same corporate culture. Each has its own unique history, priorities, and traditions. But like Splunk and SAY, each of my portfolio companies has found its unique voice and is working hard to promote and protect that culture.

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Mark Littlewood

Great post. Reminds me of a very interesting talk by David Russo, the head of HR at the Saas Institute last year at Business of Software (http://businessofsoftware.org)

He made the point that note only does culture matter, a lot more than people think, but that it is very hard to change. He shared some research that showed that if a company needs to change culture at some point after formation, it reduces the likelihood of an IPO by about 50%.

You can see my notes here http://thebln.com/2010/10/david-russo-business-of-software-company-culture/

Posted by: Mark Littlewood | 08/23/2011 at 11:42 AM

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Enterprise culture is the enterprise through by the formation of the production and business operation activities for all the staff and recognized by and follow the ideal faith, concept of value, professional morality and code of conduct and the sum total of the standards.

Posted by: LED lights supplier | 08/24/2011 at 01:14 AM

Dave Kashen

Thanks for the great post! I couldn't agree more, and I think most entrepreneurs do themselves a disservice by not focusing enough on intentionally building a strong culture that supports their company's vision and strategy. It's been surprising to me how much more work has been done on defining best practices and methodologies for building a technology/product that meets customer needs than on the equally important work of building a culture that enables you to repeatedly and scalably continue to meet customer needs.

Posted by: Dave Kashen | 08/24/2011 at 10:15 PM

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A friend in need is a friend indeed.
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A friend is all forever...

Posted by: Jason | 08/26/2011 at 07:36 AM

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A fantastic little article from Ventureblog. As Mobile Aspects continues to grow, the main theme that our leadership is circling on is Company Culture. I'll admit, as we experienced the growth of the last few years, we did not focus on this area. I am not sure what happened - maybe it was a yearning by our company Founders to get back to our roots as the growth grew a bit out of hand, maybe it was infusion of new talent, maybe it was a combination of everything. But all I know is that there is an incredible focus by our team members on culture.
The great thing about it is its easier than you think to work on it. Yes, out of the gates, it seems daunting. How do you build (or get back to building, in our case) company culture? I can tell you where it starts... a simple coffee, a simple conversation. My CTO (a Founder) and me simply had coffee at Starbucks. We were meeting in our office for our weekly meeting and he suggested we meet outside of the office (his latest training told him this was a good idea, and I bought in). We started talking about the good old days. Then we started talking about how to get back to the good old days - focusing on people. The seed was planted for both of us. We started socializing this throughout the company. Lo and behold - company socials started reappearing, people are more involved in meetings, and "random" employees are posting to our employee blog (instead of the usual suspects). But be warned, it takes time and patience. But it does start with a simple conversation about your people. Its trite, but its true, the success of the company depends on the happiness of the people in the company. It then grows outward from there. Focus on it everyday.

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Measure your heart rate with Cardiograph for iPhone with just the camera

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Now this is an amazingly cool app for the iPhone. Using just the camera on your iPhone (or iPad) this app can detect and record your heartbeat, for whatever purpose you may need it. It uses small changes in your finger color to detect the heartbeat. One of the users is saying it is quite accurate (hopefully that user was not planted by the company!).

Posted via email from Suneil Mandava's Posterous