One of the keys to implementing a patient-centric model in healthcare organizations is for leaders to create an organizational culture of “happiness.” Yes, happiness. Recently, I heard a conversation by Dan Kennedy, known for coaching people to build what he refers to as the “success personality.” In this conversation, Kennedy references two key stats:
- Eighty-percent of all Americans are unhappy with their careers.
- Sixty-percent of Americans are unhappy with their personal lives.
When we consider these statistics within the context of the healthcare service delivery environment, a supposed “healing” environment, it goes without saying that with unhappy employees (physicians, nurses, and allied health workers) we are almost assured our healthcare organizations will struggle in providing quality care and customer service in what is arguably the most important service oriented environment.
“Happiness,” as an organizational priority should not be mocked or laughed at—rather it should be fully embraced. Tony Hsieh, CEO of Zappos and author of “Delivering Happiness,” is known for regularly asking his employees where they exist on the “happiness scale,” and if they are below a “10,” what it would take for them to get to a “10.” Building a business based on this philosophy, Zappos has quickly become an organizational model for profit and corporate culture–-this when many unbelievers said people would “never buy shoes online.”
What if hospital executives asked nurses where they exist on the happiness scale, would patient care improve? Better yet, what would happen if doctors asked nurses where they exist on the happiness scale? In every patient room, in every United States hospital there is a “pain scale” chart. Providers regularly ask patients “where are you on the pain scale?” This scale has 10 faces ranging from 
to 
and everything else in between. The interesting thing about this scale is the smiley faces subconsciously reflect the patient’s “happiness,” and not just the patient’s “pain.” Are patients with more visitors happy? Do happy patients have a speedier recovery, thus a better patient experience and better outcomes?
It has been well documented that happiness directly affects the immune system. In “The Immune Power Personality: 7 Traits You Can Develop to Stay Healthy,” author Henry Dreher, delves deeply into the connection between happiness and the immune system. With this much data on the subject, one would think more healthcare organizations would focus on happy patients and happy healthcare workers.
The break-up of the AT&T monopoly in the 1970s provides further evidence there are clear, undeniable linkages between happiness and healing. During the AT&T transition, employees that remained healthy were found to have the following traits: 1. sense of purpose, 2. sense of control, 3. acceptance of change, and 4. diversified interests
The science of happiness has actually been described by Marty Seligman, PhD, former president of the American Psychological Association (APA). In 2000, Dr. Seligman and the APA created the Positive Psychology movement. This after recognizing most of psychology’s research focused on mental illness vs. health and optimal living. Dr. Seligman authored a book titled, “Authentic Happiness,” where he explores the inner-workings of positive emotions, strengths-based character, and healthy institutions. As healthcare workers, it would do us a world of good to set aside 30-minutes to take Dr. Seligman’s Brief Strengths Test. This test suggests that we should focus on building our core competencies instead of focusing on developing our weaknesses.
When we apply this thinking to healthcare service delivery models we can be assured that these concepts may create “ripples” within management and doctor circles, but these tested principles can in fact have a dramatic influence on healthcare outcomes, quality, and customer service.
