Excellent Patient Care Quotes

Food, Ivan Arnoldovich, is a subtle thing. One must know how to eat, yet just think – most people don’t know how to eat at all. One must not only know what to eat, but when and how.’ (Philip Philipovich waved his fork meaningfully.) ‘And what to say while you’re eating. Yes, my dear sir. If you care about your digestion, my advice is – don’t talk about bolshevism or medicine at table. And, God forbid – never read Soviet newspapers before dinner.’ ‘M’mm . . . But there are no other newspapers.’ ‘In that case don’t read any at all. Do you know I once made thirty tests in my clinic. And what do you think? The patients who never read newspapers felt excellent. Those whom I specially made read Pravda all lost weight.

When I was a young girl, I studied Greek in school. It's a beautiful language and ever so many good things were written in it. When you speak Greek, it feels like a little bird flapping its wings on your tongue as fast as it can. This is why I sometimes put Greek words into my stories, even though not so many people speak Ancient Greek anymore. Anything beautiful deserves to be shared round, and anything I love goes into my stories for safekeeping. The word I love is Arete. It has a simple meaning and a complicated meaning. The simple one is: excellence. But if that were all, we'd just use Excellence and I wouldn't bring it up until we got to E. Arete means your own excellence. Your very own. A personal excellence that belongs to no one else, one that comes out of all the things that make you special and different. Arete means whatever you are best at, no matter what that is. You might think the Greeks only meant things like fighting with bronze swords or debating philosophy, but they didn't. They meant whatever you're best at. What makes you feel like you're doing the rightest thing in the world. And that might be fighting with bronze swords and it might mean debating philosophy—but it also might mean building machines, or drawing pictures, or playing the guitar, or acting in Shakespeare plays, or writing books, or making a home for people who need one, or listening so hard and so well that people tell you the things they really need to say even if they didn't mean to, or running faster than anyone else, or teaching people patiently and boldly, or even making pillow forts or marching in parades or baking bread. It could be lending out just the right library book to just the right person at just the right moment. It could be standing up to the powerful even if you don't feel very powerful yourself, even if you're lost and as far away from home as you can get. It could be loving someone with the same care and thoroughness that a Wyvern takes with alphabetizing. It could be anything in the world. And it isn't easy to figure out what that is. It's even harder to get that good at it, because nothing, not even being yourself, comes without practice. But your arete goes with you everywhere, just waiting for you to pay attention to it. You can't lose it. You can only find it. And that's my favorite thing that starts with A.

People who create successful strategic relationships demonstrate 10 essential character traits:    1. Authentic. They are genuine, honest, and transparent. They are cognizant of (and willing to admit to) their strengths and weaknesses.    2. Trustworthy. They build relationships on mutual trust. They have a good reputation based on real results. They have integrity: their word is their bond. People must know, like, and trust you before sharing their valuable social capital.    3. Respectful. They are appreciative of the time and efforts of others. They treat subordinates with the same level of respect as they do supervisors.    4. Caring. They like to help others succeed. They’re a source of mutual support and encouragement. They pay attention to the feelings of others and have good hearts.    5. Listening. They ask good questions, and they are eager to learn about others—what’s important to them, what they’re working on, what they’re looking for, and what they need—so they can be of help.    6. Engaged. They are active participants in life. They are interesting and passionate about what they do. They are solution minded, and they have great “gut” instincts.    7. Patient. They recognize that relationships need to be cultivated over time. They invest time in maintaining their relationships with others.    8. Intelligent. They are intelligent in the help they offer. They pass along opportunities at every chance possible, and they make thoughtful, useful introductions. They’re not ego driven. They don’t criticize others or burn bridges in relationships.    9. Sociable. They are nice, likeable, and helpful. They enjoy being with people, and they are happy to connect with others from all walks of life, social strata, political persuasions, religions, and diverse backgrounds. They are sources of positive energy.   10. Connected. They are part of their own network of excellent strategic relationships.

We met some time ago a man that would just do for you, if you were not already engaged to Jonathan. He is an excellent parti, being handsome, well off, and of good birth. He is a doctor and really clever. Just fancy! He is only nine-and-twenty, and he has an immense lunatic asylum all under his own care. Mr. Holmwood introduced him to me, and he called here to see me, and often comes now. I think he is one of the most resolute men I ever saw, and yet the most calm. He seems absolutely imperturbale. I can fancy what a wonderful power he must have over his patients. He has a curious habit of looking one straight in the face, as if trying to read one’s thoughts. He tries this on very much with me, but I flatter myself he has got a tough nut to crack.

Rather than measuring results and rewarding excellent providers with more patients, the focus has been on lifting all boats by attempting to raise all providers of a service to an acceptable level. The principal tools have been practice guidelines and standards of care that every provider is expected to meet. Evidence-based medicine is another term for practicing based on accepted standards of care.

stillborn baby he had held in his hands this morning. After caring for Adriana Chapman for years as she suffered one miscarriage after another, he had hoped he’d be delivering her healthy baby on Christmas Eve. She had taken excellent care of herself during her high-risk pregnancy, eating healthy, doing yoga, meditating and resting as much as possible. Then one misstep and she’d fallen down the stairs from her deck to the backyard. A freak accident that ultimately killed her baby. In all his years as an obstetrician, he’d learned to disconnect emotionally from his patients, but today he hadn’t been able to. Adriana’s

Years ago, I represented a client, a firefighter/paramedic, in an administrative trial after he had been terminated for allegedly providing patient care that was below the department’s established standards. One central issue was the ongoing, on-the-job training firefighters/paramedics receive. Throughout the trial, senior officers of the department, including the Chief himself, preached and bloviated on and on about how the department is committed to providing only the best patient care and how their paramedics are held to a higher standard; how they are committed to serving the community with the highest level of blah, blah, blah. On cross examination, however, I asked each of them about how many hours a day each provider spends drilling or practicing firefighting technique and equipment. Each of them answered proudly that every firefighter/EMT and firefighter/paramedic, regardless of assignment, spends at least three hours each day practicing firefighting skills and/or rehearsing the use of various firefighting equipment; hoses, ladders, saws, and other firefighter equipment. Ok, that’s great. Through testimony, we determined that, based on a 10-shift work month, each firefighter/paramedic, regardless of assignment, spends at least 30 hours per month drilling, practicing, and/or rehearsing firefighting skills & equipment. That’s at a minimum of 360 hours per year of ongoing, on-the-job firefighter training. Outstanding. When the smoke is showing and the flames are roiling, they will be ready. They all displayed the same proud grin at how well trained their people are. For each of them, however, that smug grin quickly turned when I then asked about the number of hours per day each firefighter/paramedic spends drilling on or practicing patient care related techniques, skills, and tools. Every one of them squirmed as they responded with the truth that the department only offers three hours of patient care related education per month. That’s roughly a maximum of 36 hours of paramedic training for the entire year. It got worse when further testimony showed that patient care related calls account for more than 80 percent of their call volume and fire related calls less than 20 percent, I could see each of them deflate on the witness stand when I asked how they could truthfully say they were committed to providing the best patient care when barely 10 percent of their training addresses patient care, which constitutes over 80 percent of your department’s calls. The answers were more disjointed and nonsensical than a White House press briefing. Of course, across America the 10:1 ratio of ongoing firefighting training to EMS training is pretty consistent, which begs the question: Don’t they get it? Excellence is the product of practice. How can any rational person look at a 10:1 training ratio and declare themselves committed to the highest level of care? How can an agency neglect training on the most significant aspect of the business and then be surprised when issues of negligence and liability arise? Once again, it seems that old-school culture leaves EMS stuck in the mud and the law is not going to wait for agencies to figure out that living in the past compromises the future.

First, I am thrilled that paramedics are finally getting the respect they deserve for being the professionals they can be. The scope of practice is expanding, and patient care modalities are improving, seemingly by the minute. Patient outcomes are also improving as a result, and EMS is passing through puberty and forging into adulthood. On the other hand, autonomy in the hands of the “lesser-motivated,” can be a very dangerous thing. You know as well as I do that there are still plenty of providers who operate from a subjective, complacent, and downright lazy place. Combined with the ever-expanding autonomy, that provider just became more dangerous than he or she ever has been – to the patients and to you. Autonomy in patient care places more pressure for excellence on the provider charged with delivering it, and also on the partner and crew members on scene. Since the base hospital is not involved like it once was, they are likewise less responsible for the errors and omissions of the medics on the scene. Now more than ever, crew members are being held to answer for the mistakes and follies of their coworkers; now more than ever, EMS providers are working without a net. What’s next? I predict (and hope) emergency medical Darwinism is going to force some painful and necessary changes. First, increasing autonomy is going to result in the better and best providing superior patient care. More personal ownership of the results is going to manifest in outcomes such as increased cardiac arrest survival rates, faster and more complete stroke recovery, and significantly better outcomes for STEMI patients, all leading to the brass ring: EMS as a profession, not just a job. On the flip side of that coin, you will see consequences for the not-so-good and completely awful providers. There will be higher instances of licensure action, internal discipline, and wash-out. Unfortunately, all those things will stem from generally preventable negative patient outcomes. The danger for the better provider will be in the penumbra; the murky, gray area of time when providers are self-categorizing. Specifically, the better provider who is aware of the dangerously poor provider but does nothing to fix or flush him or her, is almost certain to be caught up in a bad situation caused by sloppy, complacent, or ultimately negligent patient care that should have been corrected or stopped. The answer is as simple as it is difficult. If you are reading this, it is more likely because you are one of the better, more committed, more professional providers. This transition is up to you. You must dig deep and find the strength necessary to face the issue and force the change; you have to demand more from yourself and from those around you. You must have the willingness to help those providers who want it – and respond to those who need it, but don’t want it – with tough love by showing them the door. In the end, EMS will only ever be as good as you make it. If you lay silent through its evolution, you forfeit the right to complain when it crumbles around you.

Further analysis showed that disclosure of the AE to the patient by the medical team only occurred 40% of the time. Disclosure was more likely if additional treatment was needed and less likely if the AEs were preventable (an error ). Patients were twice as likely to rate the quality of care high when there was disclosure [4]. High patient participation in their care was associated with fewer AE (49%) and higher likelihood that patients would rate the quality of their care good or excellent [5

In one compelling study, Danish researchers randomized patients with type 2 diabetes into two groups: both were given advice on how to eat a healthy diet, but one group also labored through five or six 30- to 60-minute-long sessions of aerobic exercise a week plus two or three weight sessions per week. After a year, half of those who exercised were able to eliminate their diabetes medications, and another 20 percent were able to reduce their medication levels. Further, the more they exercised, the more they recovered normal function. In contrast, just one-quarter of the dieters were able to reduce their medication, and 40 percent had to increase their medication levels despite receiving excellent, standard health care.24 As we have repeatedly seen, some exercise is better than none, and more is better.

When analyzing the cost of U.S. health care, it’s important to remember that spending is not spread evenly among all patients. According to the Agency for Healthcare Research and Quality, in 2009, 21.8% of health care spending came from just 1% of patients. That’s roughly three million people in the U.S. who each spent about $90,000 in a year on health-related expenses. Further, the AHRQ states, “[T]he top decile of spenders were more likely to be in fair or poor health, elderly, female, non-Hispanic whites and those with public-only coverage. Those who remained in the bottom half of spenders were more likely to be in excellent health, children and young adults, men, Hispanics, and the uninsured.”44 The fact that so many resources go to so few patients led to the term “super-utilizers.” Increasingly, policy efforts focus on how to reduce costs among this group.

sociopaths don’t have normal human emotions like empathy. They have no concern for the feelings of others. They also have a very high threshold for disgust, which has been measured by a lack of reaction in these patients to photos of mutilated faces. But sociopaths don’t care about faking emotions. Psychopaths, on the other hand, are excellent actors. They’re intelligent, charming, and fantastic at manipulating emotions. They can make you believe they care, when in fact, they feel nothing.

As early as the 1800s, doctors who worked with mental health patients noticed some patients demonstrated outwardly normal behavior, but they had no sense of ethics or empathy. These patients were called ‘psychopaths,’ but then it was later changed to ‘sociopaths’ because of the effect these people had on society. Now both terms are used but ‘sociopath’ generally refers to a milder form of the disorder. Psychopaths are much rarer.” “So what does that all mean?” “Well, for starters, sociopaths don’t have normal human emotions like empathy. They have no concern for the feelings of others. They also have a very high threshold for disgust, which has been measured by a lack of reaction in these patients to photos of mutilated faces. But sociopaths don’t care about faking emotions. Psychopaths, on the other hand, are excellent actors. They’re intelligent, charming, and fantastic at manipulating emotions. They can make you believe they care, when in fact, they feel nothing.

Far from the cinematic drama of hospital emergency rooms, Slow Medicine embraces the unsung work of daily attention that is the greatest need and firmest foundation for longevity and quality of life at the farthest reach of age. Excellent chronic care attends to the day-to-day needs and conditions of the patient—by offering emotional support and social stimulation, supplying better nutrition, easing chronic skin and nail conditions, and making sleeping, moving, bathing, dressing, and voiding easier. Slow Medicine is the careful practice that most reliably sustains fragile patterns of well-being. This foundation for better elder care strengthens, rather than replaces, the selective use of high-tech care. During the time of the writing of this book, I have lived the

She marched up to the door, banged it open with a satisfying crash, brandished her scythe, and announced herself to any and all therein. “Get your heathen, trespassing backsides out of this carriage house immediately, lest I inform your papas of your criminal conduct—and your mamas.” “Good lord,” a cultured and ominously adult male voice said softly from Ellen’s right, “we’re about to be taken prisoner. Prepare to defend your borders, my friend. Sleeping Beauty has awakened in a state.” Ellen’s gaze flew to the shadows, where a tall, dark-haired man was regarding her with patient humor. The calm amusement in his eyes suggested he posed no threat to her, while his dress confirmed he was a person of some means. Ellen had no time to further inventory that stranger, because the sound of a pair of boots slowly descending the steps drew her gaze across the room. Whoever was coming down those stairs was in no hurry and was certainly no boy. Long, long legs became visible, then muscles that looked as if they’d been made lean and elegant from hours in the saddle showed off custom riding boots and excellent tailoring. A trim, flat torso came next, then a wide muscular chest and impressive shoulders. Good lord, he was taller than the fellow in the corner, and that one was a good half a foot taller than she. Ellen swallowed nervously and tightened her grip on the scythe. “Careful,” the man in the shadows said softly, “she’s armed and ready to engage the enemy.” Those dusty boots descended the last two steps, and Ellen forced herself to meet the second man’s face. She’d been prepared for the kind of teasing censorship coming from the one in the corner, a polite hauteur, or outright anger, but not a slow, gentle smile that melted her from the inside out. “Mrs. FitzEngle.” Valentine Windham bowed very correctly from the waist. “It has been too long, and you must forgive us for startling you. Lindsey, I’ve had the pleasure, so dredge up your manners.” “Mr. Windham?” Ellen lowered her scythe, feeling foolish and ambushed, and worst of all—happy. So

Patients may not know how to measure clinical outcomes, and they may not understand the technical know-how that a doctor must have in order to perform a complex heart surgery or neurosurgery, but they can form clear judgments about their experience. They know whether their rooms are clean and whether people are polite to them. They recognize differences in the quality of the food and in how an organization looks and feels. They know whether they feel cared for. Most of all, they can tell whether they’ve had a healing experience—or whether being in a hospital has only impeded their healing.

Jason Fritzler, a distinguished scientist and educator with a PhD in microbiology, excels in infectious diseases and clinical diagnostics. His pioneering research focuses on combating infectious diseases and enhancing patient care, impacting public health significantly. As an inspiring coach, Jason motivates others to excel, showcasing his dedication to microbiology and educational leadership.

Mothers Are So Wonderful We are the ones who carry babies for months We feel anxious about their safety We do our best to keep them healthy We worry the most when they are thirsty We feed them when hungry We are the ones who look after their wellbeing We ensure our kids’ lives are worthwhile We find ways to provide optimum care We are patient to see them grow older Yes, they always run to us for cover We are the ones who are called names When things go wrong with our children But given no credit when they excel in life We create conducive environments all the time We take the bullet for our loved ones We brace raging storms on their behalf We are the ones who walk miles In search of better opportunities for our offspring We sleep very late and wake up too early We guide them to achieve great things We say prayers for them to prosper God was right to entrust women with childbearing because Mothers are so wonderful

VS Hospitals is reinforced with a legacy of medical excellence in India to provide affordable treatments. They are the leading spearheads in providing cancer treatments worldwide which are highly reliable by the people as a unified health care provider for the common people. They believe cancer patients as their top priority to provide the eminent facilities adapting the state-of-the-art technology and proper infrastructure which are highly innovative to provide individualized care.

Dr. Paul Drago, MD, approaches medicine with a commitment to excellence. His journey began at Yale University, followed by specialized training at Johns Hopkins and Ohio State. Board-certified in cosmetic surgery, he's a devoted physician focused on anti-aging, weight loss, and ENT allergy care. He blends the latest techniques with attentive listening, prioritizing patient well-being.

Located in the heart of Westmont, Illinois, the Immediate Care Center of Westmont is your trusted partner in healthcare excellence. With a commitment to patient-centered care, a dedicated team of medical professionals, and state-of-the-art facilities, this immediate care center stands as a beacon of health and well-being for the community.

sociopaths don’t have normal human emotions like empathy. They have no concern for the feelings of others. They also have a very high threshold for disgust, which has been measured by a lack of reaction in these patients to photos of mutilated faces. But sociopaths don’t care about faking emotions. Psychopaths, on the other hand, are excellent actors. They’re intelligent, charming, and fantastic at manipulating emotions. They can make you believe they care, when in fact, they feel nothing.” “So they’re good liars.” “They

The doctors and staff at Orthopedic Surgeon welcome you. We are committed to providing a high level of personal care to all patients. Thus entire Orthopedic Surgeon staff is committed to delivering excellence orthopedic service & satisfaction of the patient. Phillips Orthopedic Associates provides orthopedic services in the Fredericksburg, TX, area. Visit our website to learn how we can serve you.

Top Retention Marketing Strategies for Clinics to Boost Patient Loyalty Retention of patients is just as important as the acquisition of a new one, particularly for a clinic that aims for long-term success. As the competition in healthcare becomes tougher, clinics have to definitely engage in retention marketing that would really build patient trust and loyalty. This article looks into some actionable strategies that clinics could make use of enhanced with tools such as loyalty programs, referral systems, and automated follow-ups into their patient engagement strategies toward building long-term relationships. Why Retention Marketing is Critical for Clinics Retention marketing aims to build strong relationships with the current patients and encourage them to return for every service, needing not to go anywhere outside for competitors. Unlike acquisition, retention is cost-effective and gives a better return since it hardly requires huge effort and cost. Studies reveal that most repeat patients are easier to convert, and they also tend to spend more as years go by. For clinics, patient retention guarantees: a steady flow of income. satisfaction rates that improve because of personalized service. positive word-of-mouth referrals that bring new patients automatically. How to Improve Patient Retention in Clinics with Practical Tools Different clinics can make a patient feel special and improve retention by using different ways and methods. Here is how: Trust and benefits through loyalty programs for clinics A loyalty program is an excellent way of encouraging repeat visits and helping in keeping the patients engaged over the longer term. It does entice the patient to connect with your clinic in a much more tangible sense. Point-Based System: Earn Points Every Visit or Service: redeemable for discounts for future treatments. Exclusive Offering: Members Benefit: Exclusive Priority Booking or Free Health Check-up. Tiered Programs: More Levels, More Rewards Offer different levels of engagement with increasing rewards to motivate retention. Such programs should therefore be simple to understand and available on easy-to-use platforms such as a mobile app or via a patient portal. Referral Systems: Harnessing Patient Advocacy Satisfied patients advocate best for your clinic. A referral program naturally helps them tell friends and family about your clinic, thus converting the most powerful source of marketing into incentive-driven word-of-mouth. Discount: Offer discounts for both referring and referred patients. Recognition Celebrate the most referring patients with personal thank-you notes or gifts. Progress Tracking: CRM tools should be used to monitor referral activity for eventual reward. Referral systems not only bring new patients to the practice but also assure already existing patients because this is a way of telling them that their efforts are appreciated. Top Loyalty Programs for Healthcare Clinics: Proven Models The incorporation of loyalty programs is not a silver-bullet solution; instead, design them to specific needs of both clinic and patient demographics. Membership Plans: Offer bundled sessions with annual membership at discounted rates. Health Tracking Rewards: This would involve encouraging patients to enroll in wellness programs, rewarding them for achieving certain milestones like losing weight or better blood pressure levels. Event Access: This could mean hosting health workshops or webinars exclusive to the members of the loyalty program. Such initiatives better patient experience and make your clinic the hospital of choice for continued care. Automated Follow-Ups: Staying Connected with Patients Retaining marketing is a new thing because there comes the automation. Scheduling the appointment confirms such follow-ups, reminders, and personalized messages that usually help the clinic in reaching out to patients continuously without occupying staff.

Holly Purdy, a dedicated nurse and management expert, specializes in driving organizational growth through strategic planning and operational leadership. With a focus on healthcare, she improves patient care and productivity. Holly excels in stakeholder relationships, mission alignment, and business development. She achieved rapid growth in a company launch and increased profits for top beverage companies.