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JULY 2016 | The Surgical Technologist | 315 If consistent scripting is used each time by all caregivers for similar tasks or processes, there is less of a probability for potential failure of delivering the information and, there- fore, increased safety for patients. Not only will this help with HCAHPS scores, but it leaves the patient informed and provides a pattern that opens opportunities for a patient’s engagement in the care process. W H E R E T O S T A R T Some healthcare delivery systems are still providing care in a preindustrial model where physicians practice as artisans crafting their own existence through a fee-for-service struc- ture, serving as the patient’s advocate with an impression that financial resources are unlimited. However, during the past decade, movements to bring healthcare to an industrial model are exhibited by the creation of integrated delivery systems, hospitals placing physicians on their payrolls and the use of industrial process controls. As healthcare was becoming more industrialized, other industries were mov- ing beyond the industrial model toward a consumer driven model where customers are more in control. 2 The changes in consumer expectations in other industries have forced the healthcare industry to move through the industrial age into the information age simultaneously. Changes in access to information and variations in payment structures, where consumers are responsible for more costs associated with care, drive healthcare consumers to seek partnerships with their healthcare providers and force the producers of health- care to focus on relationship building. Atchison and Bujak (2001) contend that relationships and context replaces struc- ture as a vehicle for supporting organizational success. Per- haps context can be thought of as being in a state of mindful- ness, which was recently discussed by healthcare researchers Carayon and Wood (2010). Throughout the patient journey, it is important to build systems and processes that allow process owners to be in a state of mindfulness concerning patient engagement. 4 Mindfulness preserves the caregiver’s role as a team member in decision-making rather than a single entity. Strong, visible, dynamic and engaging lead- ers will be critical in helping to drive, sustain and support mindfulness behaviors. Shook and Chenoweth (2012) recently reported on the adoption of leadership practices and processes. In their study of 63 hospitals, approximately only 27 of the respon- dents felt they had good alignment across the organization in aspects of measured quality performance criteria. These authors suggest that those leaders who drive performance alignment and cultivate strong relationships with provid- ers, payers and staff will position their organizations to move beyond the conventional walls of acute care. When all levels of care sync across the continuum, quality out- comes, decreased costs and increased capacity truly can be realized. “Success may lie in leadership’s ability to encour- age greater collaboration among providers and to design patient-centered delivery models that focus on the right care, in the right setting, at the right time.” 22 Moreover, being mindful of the various opportunities each care giver has throughout the day to engage patients and their fami- lies will prove to be both productive and beneficial for the progression and transition of care. One way to successfully administer the future of posi- tive patient outcomes is through using appropriate patient engagement strategies, which will in turn con- tribute to positive health production. Both consumers and healthcare providers maintain valued investment in the health equation. For customers of healthcare to drive their own interest, they must be given the opportunity to engage as part of the healthcare team. It is the responsibility of healthcare facilities and their health caregivers to provide that opportunity for their patients. Gone are the days of patient discussions separate from those held by the healthcare team; the patient is and should become a valued member of the healthcare team where decision-making is a joint effort and responsibility. R E F E R E N C E S 1. Anderson, L. (2012). Why communication in the nursing profession is important? Retrieved May 7, 2013. www.nursetogether.com 2. Atchison, T; Bujak, J. (2001). Leading transformational change: The phy- sician-executive partnership. Chicago, IL: Health Administration Press. 3. Bertakis, K, Azari, R. (2011). Patient centered care is associated with decreased health care utilization. JABFM 24(3):229-239. 4. Carayon, P; Wood, K. (2010). Patient safety: The role of human factors and system engineering. Student Health Technology and Information. 153, 23-46. Creating a positive initial experience helps gen- erate a space for the development of a positive health product outcome.