Rewarding Complaints

We have found that the following reporting/analytics infrastructure applies equally as well in both inpatient and outpatient environments.

The reporting of patient experience intelligence in high velocity feedback loops serves four major functions:
If a patient expresses dissatisfaction, that information should be immediately fed to the action owner who can correct the issue right away (and the patient should be notified as such).

Action planning and trend analysis reports should be fed to front-line staff at least weekly to form the basis of what we call Impact MeetingsTM. These are 20-30 minute meetings designed to allow your incredibly busy staff to do something meaningful with the data and quickly get back to the other work that they need to do.



Monthly and Quarterly analytics should be designed to update leadership on front-line opportunities and risks, show them exactly where they need to jump in and clear the path for their teams and also highlight and share best practice across the organization.

The final component is the reporting out back to the patients. Earlier we discussed that the first reason that patients don’t give feedback is inconvenient and time-consuming feedback mechanisms. The second reason that patients don’t give feedback is that they never believed that the organization intended to do anything with the information anyway. By keeping patients informed of what we have learned and what we are doing about it, our patients will continue to give us their valuable insight so we can build long term relationships with them.

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