the reason for seeking this information and continually re-evaluating the
necessity of collecting such data is one way to provide an inclusive envi-
ronment that takes into account the experiences of all patients.
• Embrace assets-orientation. Frame advice to minority patients
positively. Avoid any hint of criticism, as it may be seen as stereotyping.
Evaluate communication and ensure understanding. Many cultures are
oral and so while providing written communication can be beneficial, it
does not always solve communication gaps that may exist between
providers and patients. If resources allow, these gaps can be filled by
designating staff to review after-visit summaries and follow-up informa-
tion with patients, providing interpreters when language barriers are a
challenge, and identifying any non-clinical barriers that may prevent
adherence, such as financial constraints, transportation, or
religious/cultural views about medicine.
Surveys show Americans favor diverse workplaces, but the majority
favor a "go-slow" approach. With the market rapidly changing, inac-
tion may no longer be a viable option. Organizations that embrace
diversity and work to change to better meet the needs of patients will
be rewarded with increased market share, better patient experience
scores, more profits, a competent, loyal workforce and a dynamic,
creative workplace.
OSM
1 8 • O U T PA T I E N T S U R G E R Y M A G A Z I N E • N O V E M B E R 2 0 1 9
Ms. Braman (shamayne.d.braman@healthpartners.com) is director of diver-
sity and inclusion for HealthPartners, a 7-hospital organization based in
Minneapolis, Minn. References for this article are available at outpa-
tientsurgery.net/forms.
