有效的投诉管理有助提升患者忠诚度 | 优质服务
Feedback always precedes improvement. While praise is a powerful motivator, criticism is more likely to provoke introspection and the discovery of new approaches. In the current era of accountable care, statistically-valid performance measures are being incorporated into value-based purchasing decisions.
反馈总是能促进持续改善。虽说赞美也是促进改善的强大动力，但批评更能引发人们的反思，并去思考其他解决方法。当前，在大家重视“责任医疗”的时期，经过统计核实有效的绩效指标正被纳入采购决策中。
Like it or not, hospitals and providers are being measured and compared more than ever by patients and payers according to their ability to produce a great experience.
无论你喜欢与否，患者和服务购买方比以往任何时候都更在意医院或医疗服务机构是否能够提供更好的优质服务，并对其进行评估和比较。
All types of service industries experience complaints of varying severity. Minor issues have a frequency of about one in every four customer interactions. [Complaint Management Excellence: Creating Customer Loyalty through Service Recovery by Sarah Cook (2012)] Through addressing issues promptly and effectively, businesses often turn negative experiences into positive ones.
各类服务行业都会遇到不同程度的客户投诉。2012年Sarah Cook在《卓越投诉管理：通过服务补救创造客户忠诚度 》这本书里提到：企业平均每服务4个客户，就会有1个客户会投诉。企业通过及时有效地解决投诉，能将这样的负面情况转化为积极的经验。
Customers appreciate being heard especially when they believe their voice will result in system improvement. Applying this paradigm to health care demonstrates the importance of patient engagement.
客户希望自己的“声音”能被公司管理层听到，尤其是当他们坚信自己的建议能促进系统改进的时候。在医疗服务中使用这种模式表明了在持续改进过程中患者参与的重要性。
Interestingly, only a small minority of dissatisfied patients outwardly complain about shortcomings during their healthcare encounter. Reasons cited for being silent include uneasiness with criticizing medical professionals, the belief that complaining won’t make a difference, and even some fear of retribution.
有趣的是，只有少数就诊的患者会去投诉。不满意的患者之所以不投诉的原因有三点：一是当批评医务人员时，患者内心会感到不安；二是认为抱怨并不会有任何改变；三是害怕医护人员的报复。
However, most dissatisfied patients readily share negative experiences with friends and neighbors and, nowadays, many will post indelible comments on a myriad of social media websites.
然而，大多数不满意的患者更愿意和自己的朋友或邻居来分享所经历的不愉快，特别是现如今会有许多人通过各种社交媒体网站来发表自己的不满。
Agile complaint management prevents the escalation of anger and resentment. The secret is quickly uncovering issues and then finding effective ways to address issues.
敏捷的投诉管理可有效地防止病人生气和愤怒情绪的升级，其秘诀是迅速发现问题，然后找到有效的方法来解决问题。
This can be a significant advantage for risk management as half of malpractice lawsuits are frivolous and originate as a misperception or mishandled grievance.
这对风险管理而言是非常重要的条件，因为一半的医疗诉讼是无关痛痒的问题，它们起因于医患双方的误解，以及患者对医院处理投诉的不当行为的不满。
Even cases deemed non-meritorious by a panel of experts exact tolls on physicians and hospitals because lay juries often side with plaintiffs that develop debilitating complications despite proper medical care.
尽管医疗诉讼中的原告（患方）得到了合理的医疗诊治，但陪审团往往倾向于站在原告这一边，原因就是患者随病情发展而不断衰弱并合并有并发症，即使医疗诉讼的案件被为之付出代价的医生和医院这样的医学专业小组认为是无理诉讼。
When a diagnosis or treatment mistake does occur, there should be an immediate admission, sincere apology, full disclosure, and every possible effort made to improve the outcome. Preventable medical errors represent a small fraction of complaints.
当确实诊断有误或治疗错误时，应立即承认，真诚道歉，坦诚披露，并尽一切可能的努力来改善病人的医疗结局。可预防的医疗差错只占病人投诉的一小部分。
Most complaints relate to a communication or service gap. A common example of a communication gap is failing to explain why an antibiotic is unhelpful (and potentially harmful) in treating a viral syndrome.
大多数的病人投诉与沟通不畅或服务差距有关。沟通障碍的一个常见例子是没有解释为什么抗生素在治疗病毒性综合症方面是无益的（而且可能有害）。
A frequent service gap is waiting too long to see a doctor due to surge of critical cases. So, the sooner opportunities for improved communication and service recovery are seized, the more likely the situation will be amicably resolved.
一个常见的服务差距就是病人等候医生就诊的时间太长，这或许与医院里的危重患者人数不断增加有关。因此，越早改善沟通和越早做好服务补救，越能更好地及时解决问题。
Contacting patients after a hospital encounter affords the provider a second chance to demonstrate caring or to discover dissatisfaction. For many, sharing details about a bad experience by phone or email is less intimidating than telling the medical team in person. When they feel that their complaint has been understood, that staff is truly concerned, and that the feedback will help with process improvement, patients are more accepting of the occurrence.
医院在病人完成诊疗后依然保持与病人的关系来往，将会为医院提供关心病人的第二次机会，或从中发现病人的不满和抱怨。对于大多数人来说，通过电话或电子邮件分享一次糟糕的就医体验细节要比自己亲自告诉医疗团队更让人却步。当他们觉得自己的投诉得到了理解、工作人员是真正关心，并且反馈有助于流程的优化，患者才会更可能接受所发生的情况。
The acronym, LAST, embraces a simple approach to complaint handling.
“LAST”是一个缩写单词，它表示一种投诉处理的简单方法。
L reminds us to listen attentively. As Stephen Covey described, highly effective people seek first to understand, then to be understood.
“L”是用心倾听。正如史蒂芬·科维所说：高效人士首先要学会去理解别人，然后才能被别人理解。
A is a prompt to apologize. Stating “I am sorry that you had such an upsetting experience” can help deescalate the situation.
“A”是及时道歉，这样的一句话：“对不起，让您有这样不愉快的就医体验，”可以有助于化解当前的局面。
S is the go-ahead to speak in order to clear up any misperceptions and explain any unusual circumstances.
“S”是采取行动，目的是澄清误解并对不合理的情况做出解释，提出建议，达成共识。
Finally, T reminds us to thank patients for the time they took to share their experience and their willingness to participate in making the system better.
“T”是真诚感谢，感谢他们愿意分享就医体验，并积极参与，从而帮助医院系统变得更好。
Next-day contact is a vital patient engagement opportunity that improves satisfaction, decreases risk, and ultimately forges bilateral patient-hospital loyalty.
第二天医院回访病人是创造医院与病人再次产生服务接触的重要机会，这有助于提高患者满意度、降低风险、并最终提升病人对医院的忠诚度。
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作者｜Tom Scaletta
翻译｜于文林
审校｜夏萍博士
来源｜卫生经济与文化专委会（ID:wsjjywh20120210）
英文原文：
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