reading trends

The Man Booker shortlist is out. It’s a good time for social reading to pick up pace

A new set of ‘must read’ books always galvanises reading clubs.

The announcement of the shortlist for the Man Booker Prize 2017 will certainly encourage many bookworms to catch up with a new set of “must reads”.

This year’s list for the “leading prize for quality fiction in English” includes three debut novelists, as well as previously shortlisted and winning authors. Being shortlisted can lead to a dramatic increase in sales. The winner, announced in October, can also look forward to a £50,000 prize as well as joining a canon which includes Iris Murdoch, Salman Rushdie and Margaret Atwood.

Awards such as the Man Booker can offer a shortcut to the classics of the future, readily assigned by a panel of people regarded as experts in the field. And for some readers, choosing books from an official selection like the Man Booker shortlist makes it easier to know that what they are reading is deemed “acceptable” by the literary elite.

This is not to say that’s the only reason people enjoy poring over such shortlists. But let’s not pretend that what other people think of what we read isn’t important to many of us. For some, this could even mean going so far as to disguise a guilty pleasure by reading it on an e-reader – making it impossible to judge a book (or the reader) by its cover.

Reading together

Despite reading often being seen as something people do in a room of one’s own, in recent years there has been a big rise in the number of book groups and reading clubs, emphasising the social experience reading can bring.

The success of what researchers have called “mass reading events”, like those led by Oprah Winfrey or Richard and Judy, are testament to the power not only of recommendations from people whose opinions we value, but also of feeling that we’re reading the same things as lots of others.

Book groups have long fulfilled this social function of reading for their many members. Over a cup of tea or glass of wine, people share their thoughts about a book they have read (or at least intend to read), debate its merits and its flaws, and collectively explore what it means to them.

More recently, the proliferation of online book groups has also allowed space for readers to interact over their reading from further afield, often focused on specific genres, or with choices influenced or curated by celebrities or vloggers.

Shared experience

Through my own experience of being part of a community reading group, I have also seen how the act of reading itself is something that brings people together.

Shared reading groups have grown in popularity across the country in recent years. They have been an integral part of the work of the Liverpool based charity, The Reader, which promotes the benefits of reading across different communities. In a range of venues including libraries, health centres, schools, and care homes, members of a shared reading group join together to listen to a story or a poem being read aloud, reading along with a copy of the text if they want to. Members join groups for lots of different reasons – not least because of the impact reading can have on well-being.

Not only do the members of a shared reading group physically meet to listen to the reading, but they also come together through talking about the story or the poem, listening and responding to each other’s interpretations, and working collaboratively to explore what it means to them.

These types of shared experiences are a powerful reminder that the meanings we make from a text are different every time it is read. In this way, reading groups bring people together in the active sharing of interpretation.

Those shared readings which are made in the moment sit alongside the “expert” readings of critics and judges as part of the richness of what literature represents to different people. And no doubt as the nights draw in, armed with a new shortlist of titles to get stuck into, reading groups up and down the country will be coming together to read and to work at making meanings of their own.

Susan Jones, Assistant Professor in English Education, University of Nottingham.

This article first appeared on The Conversation

We welcome your comments at letters@scroll.in.
Sponsored Content BY 

What hospitals can do to drive entrepreneurship and enhance patient experience

Hospitals can perform better by partnering with entrepreneurs and encouraging a culture of intrapreneurship focused on customer centricity.

At the Emory University Hospital in Atlanta, visitors don’t have to worry about navigating their way across the complex hospital premises. All they need to do is download wayfinding tools from the installed digital signage onto their smartphone and get step by step directions. Other hospitals have digital signage in surgical waiting rooms that share surgery updates with the anxious families waiting outside, or offer general information to visitors in waiting rooms. Many others use digital registration tools to reduce check-in time or have Smart TVs in patient rooms that serve educational and anxiety alleviating content.

Most of these tech enabled solutions have emerged as hospitals look for better ways to enhance patient experience – one of the top criteria in evaluating hospital performance. Patient experience accounts for 25% of a hospital’s Value-Based Purchasing (VBP) score as per the US government’s Centres for Medicare and Mediaid Services (CMS) programme. As a Mckinsey report says, hospitals need to break down a patient’s journey into various aspects, clinical and non-clinical, and seek ways of improving every touch point in the journey. As hospitals also need to focus on delivering quality healthcare, they are increasingly collaborating with entrepreneurs who offer such patient centric solutions or encouraging innovative intrapreneurship within the organization.

At the Hospital Leadership Summit hosted by Abbott, some of the speakers from diverse industry backgrounds brought up the role of entrepreneurship in order to deliver on patient experience.

Getting the best from collaborations

Speakers such as Dr Naresh Trehan, Chairman and Managing Director - Medanta Hospitals, and Meena Ganesh, CEO and MD - Portea Medical, who spoke at the panel discussion on “Are we fit for the world of new consumers?”, highlighted the importance of collaborating with entrepreneurs to fill the gaps in the patient experience eco system. As Dr Trehan says, “As healthcare service providers we are too steeped in our own work. So even though we may realize there are gaps in customer experience delivery, we don’t want to get distracted from our core job, which is healthcare delivery. We would rather leave the job of filling those gaps to an outsider who can do it well.”

Meena Ganesh shares a similar view when she says that entrepreneurs offer an outsider’s fresh perspective on the existing gaps in healthcare. They are therefore better equipped to offer disruptive technology solutions that put the customer right at the center. Her own venture, Portea Medical, was born out of a need in the hitherto unaddressed area of patient experience – quality home care.

There are enough examples of hospitals that have gained significantly by partnering with or investing in such ventures. For example, the Children’s Medical Centre in Dallas actively invests in tech startups to offer better care to its patients. One such startup produces sensors smaller than a grain of sand, that can be embedded in pills to alert caregivers if a medication has been taken or not. Another app delivers care givers at customers’ door step for check-ups. Providence St Joseph’s Health, that has medical centres across the U.S., has invested in a range of startups that address different patient needs – from patient feedback and wearable monitoring devices to remote video interpretation and surgical blood loss monitoring. UNC Hospital in North Carolina uses a change management platform developed by a startup in order to improve patient experience at its Emergency and Dermatology departments. The platform essentially comes with a friendly and non-intrusive way to gather patient feedback.

When intrapreneurship can lead to patient centric innovation

Hospitals can also encourage a culture of intrapreneurship within the organization. According to Meena Ganesh, this would mean building a ‘listening organization’ because as she says, listening and being open to new ideas leads to innovation. Santosh Desai, MD& CEO - Future Brands Ltd, who was also part of the panel discussion, feels that most innovations are a result of looking at “large cultural shifts, outside the frame of narrow business”. So hospitals will need to encourage enterprising professionals in the organization to observe behavior trends as part of the ideation process. Also, as Dr Ram Narain, Executive Director, Kokilaben Dhirubhai Ambani Hospital, points out, they will need to tell the employees who have the potential to drive innovative initiatives, “Do not fail, but if you fail, we still back you.” Innovative companies such as Google actively follow this practice, allowing employees to pick projects they are passionate about and work on them to deliver fresh solutions.

Realizing the need to encourage new ideas among employees to enhance patient experience, many healthcare enterprises are instituting innovative strategies. Henry Ford System, for example, began a system of rewarding great employee ideas. One internal contest was around clinical applications for wearable technology. The incentive was particularly attractive – a cash prize of $ 10,000 to the winners. Not surprisingly, the employees came up with some very innovative ideas that included: a system to record mobility of acute care patients through wearable trackers, health reminder system for elderly patients and mobile game interface with activity trackers to encourage children towards exercising. The employees admitted later that the exercise was so interesting that they would have participated in it even without a cash prize incentive.

Another example is Penn Medicine in Philadelphia which launched an ‘innovation tournament’ across the organization as part of its efforts to improve patient care. Participants worked with professors from Wharton Business School to prepare for the ideas challenge. More than 1,750 ideas were submitted by 1,400 participants, out of which 10 were selected. The focus was on getting ideas around the front end and some of the submitted ideas included:

  • Check-out management: Exclusive waiting rooms with TV, Internet and other facilities for patients waiting to be discharged so as to reduce space congestion and make their waiting time more comfortable.
  • Space for emotional privacy: An exclusive and friendly space for individuals and families to mourn the loss of dear ones in private.
  • Online patient organizer: A web based app that helps first time patients prepare better for their appointment by providing check lists for documents, medicines, etc to be carried and giving information regarding the hospital navigation, the consulting doctor etc.
  • Help for non-English speakers: Iconography cards to help non-English speaking patients express themselves and seek help in case of emergencies or other situations.

As Arlen Meyers, MD, President and CEO of the Society of Physician Entrepreneurs, says in a report, although many good ideas come from the front line, physicians must also be encouraged to think innovatively about patient experience. An academic study also builds a strong case to encourage intrapreneurship among nurses. Given they comprise a large part of the front-line staff for healthcare delivery, nurses should also be given the freedom to create and design innovative systems for improving patient experience.

According to a Harvard Business Review article quoted in a university study, employees who have the potential to be intrapreneurs, show some marked characteristics. These include a sense of ownership, perseverance, emotional intelligence and the ability to look at the big picture along with the desire, and ideas, to improve it. But trust and support of the management is essential to bringing out and taking the ideas forward.

Creating an environment conducive to innovation is the first step to bringing about innovation-driven outcomes. These were just some of the insights on healthcare management gleaned from the Hospital Leadership Summit hosted by Abbott. In over 150 countries, Abbott, which is among the top 100 global innovator companies, is working with hospitals and healthcare professionals to improve the quality of health services.

To read more content on best practices for hospital leaders, visit Abbott’s Bringing Health to Life portal here.

This article was produced on behalf of Abbott by the Scroll.in marketing team and not by the Scroll.in editorial staff.