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The focus for hospital staff at Landstuhl Regional Medical Center this month is trust. Senior leaders, supervisors and employees will devote more than 13,000 training hours in support of a Culture of Trust program initiated by the Army surgeon general.
The overarching goal of the initiative is to create an organization employees are proud to work for and to provide quality health care to patients, beneficiaries, stakeholders, co-workers and the community at large. Through this program, the Army Medical Department is able to standardize the patient experience, reduce inconsistencies and improve the workplace environment.
To help realize this goal, LRMC staff will be attending a general overview session or a supervisory session to help understand the most basic and essential elements of both personal and professional success — trust.
The focus is on valuing one another as individuals and not as components of a large bureaucratic machine.
In speaking on the subject of trust, Army Chief of Staff Gen. Raymond Odierno said, “Trust is the bedrock of our honored profession — trust between each other, trust between Soldiers and leaders, trust between Soldiers and their families and the Army, and trust with the American people.”
That trust also includes Army medicine. The combat Soldier is willing to risk everything because they know that on the field of battle, the Army medic will be there. Army medicine has a sacred duty to replicate this level of trust at every juncture and with every interaction, every moment, every day.
Since launching in September 2010, the program has infused all outlets of Army medicine to ensure patients receive quality healthcare while clinicians remain passionate about their organization.
To gauge the effectiveness of the program, the Culture of Trust task force measures key indicators such as patient outcomes, employee satisfaction and
customer service.
Army medicine believes that trust happens when clinicians prove their commitment, capability and competence to a patient, thus gaining his or her respect and confidence. The Army’s trust behaviors are known as A.C.T.I.V.E., and they include:
ACCOUNTABILITY is being honest, taking responsibility for performance and behavior, and being answerable to yourself and others.
CONGRUENCY is when the actions of individuals and organizations are consistent with their philosophy and values. Congruent individuals and organizations are viewed as: practicing what they preach, walking the talk, actions matching words, following through, and being sincere or real.
TRANSPARENCY is freely sharing information and removing barriers to open communication and understanding intent and desired outcomes. It is also actively working to rid the organization of gossip and the rumor mill.
INTEGRITY is doing what is right legally, ethically and morally at all times, regardless of whether or not someone is watching and despite the risk or reward.
VOICE is my obligation to use my voice to defend against injustices, to cause reconsideration of ideas, stimulate thinking and explore innovative ideas.
ENGAGEMENT is being actively involved, eager and dedicated to accomplishing the mission. It is when employees are passionate about their work and have a personal and emotional investment in the success of the services or products delivered.
For more information about Culture of Trust, visit www.armymedicine.army.mil/cot.
(Courtesy of Landstuhl Regional Medical Center Public Affairs)
