Patient Satisfaction Quotes

If you like your doctor or health care provider, you can keep them. If you like your health care plan, you can keep that, too.

Pleas'd me, long choosing and beginning late.

I have seen good nurses and bad nurses. They existed along a continuum: from hard-working, kind and competent people, to office-hugging, bone-idle types, to apathetic, disengaged automatons.

We have to design a health delivery system by actually talking to people and asking, 'What would make this service better for you?' As soon as you start asking, you get a flood of answers.

I think people are by-and-large happy with the providers that they have got now. They treasure that doctor-patient relationship.

I am convinced that inside two or three years both the doctors who provide the service and the people who receive the survice will be so completely satisfied with it that no government would dare to take it way.

When I opened my solo practice, I made it a priority to put my patients' experience first and foremost. This involves making them feel comfortable, both literally and figuratively.

Patients know what patients want to know.

A hospital ought to be a house of healing, not a monument to paperwork and bureaucracy.

I'm not going to go mystery shopping in the NHS because we have a million people every day using it and rating its facilities.

When healthcare is at its best, hospitals are four-star hotels, and nurses, personal butlers at the ready - at least, that's how many hospitals seem to interpret a government mandate.

I know that there are millions of Americans who are content with their health care coverage - they like their plan and, most importantly, they value their relationship with their doctor.

We want to make sure that we incentivize the health care system to be designed to provide you the best quality health care possible.

Those that have received care here in Des Moines at the VA center or the VA hospital here have said that they do receive good care. However, it's getting into the system - the wait periods. We have to do something about that. The care here has been good. We're not seeing that in other states.

Everyone knows that my key drivers to moving health care policies is improving access and reducing costs and improving outcomes.

I'm not the typical doctor that gives patients what they want. I don't do that. I try to give them what I want as long as they're okay with that. I know what's going to match their face.

I'm so glad I'm not a dentist. How many times does someone say, 'Oh, Doc, it felt so good when you were drilling my teeth'? Never. But when you give someone a wonderful cookie, you put a little of yourself in, and you see someone's face light up - that's immediate approval.

I really like my doctors. Some of them I love. I trust them.

The single most important thing to remember about any enterprise is that results exist only on the outside.The result of a business is a satisfied customer. The result of a hospital is a satisfied patient. The result of a school is a student who has learned something and puts it to work ten years later. Inside an enterprise there are only costs.

Underperforming hospitals or units should accept that they have to improve the service they offer or that patients, quite properly, will go elsewhere.

Today the demands are for even higher standards in the quality of care, for greater flexibility and convenience in treatment times, and for more prevention through screening and health checks.

Healthcare providers will compete to offer the best record of patient safety at the lowest prices. Hospitals and patients will benefit from having accurate information about areas of excellence and areas that must be improved.

I think the last thing I want to do is switch doctors.

Patients know in a heartbeat if they're getting a clumsy exam.

Almost all of us have an elevator or two in our lives somewhere. We wait for them, we ride on them. We're annoyed by the wait but pleased with the lift.