ABSTRACT
The Hoshin process will initially feel like one more extra thing leaders and staff must do since they already have, in most cases, an existing goal-setting process as a part of their annual reviews. Using meaningful language, emotional tone, emotion-evoking examples, stories of emotional events, and implied meanings can develop pathos. In most hospitals, e-mail is usually not the best channel for communicating new behavioral changes and a powerful emotional message. Face-to-face delivery methods are always preferred, supported by webinars and videos. Hoshin town halls continually let staff know that this is important over time and can reconnect the emotion of our mission to our Hoshin process. Offering Hoshin "prework" for leaders and staff raises the probability of successful catch-ball sessions. System and regional Hoshin goals truly clarify each hospital's strengths in a way that allows each hospital in the system to complement the others.
