I’m no stranger to pixie dust – or Pixie Hollow. Fairies, princesses, mice and even bouncing tiggers are commonplace on my floors and shelves. Disney has definitely found a place in my house. What I didn’t realize until earlier this summer is that Disney has also found its way into healthcare.

Literally the same week I was in Orlando for the annual HFMA ANI conference and to take my family to the Magic Kingdom, I came across a news story about the Disney Institute’s new healthcare program. The Institute, which offers programs across a number of industries, provides customized training programs to hospitals and other healthcare organizations that want to apply the Disney philosophies of  “leadership excellence, people management, quality service, brand loyalty and creativity and innovation” to the management of their facilities, and to their relationships with patients and their families. The official press release announcing the new development program made mention of the need for hospitals to start paying special attention to patient satisfaction scores, which are now publicly reported.

According to the Institute’s website, participants will learn six key things, one of which really stands out to me: “Develop an organizational culture that supports consistent delivery of exceptional quality service, both internally for employees and externally for your healthcare patients.”

If you’ve ever been to a Disney park or hotel, you know that their customer service is amazing. During our stay in Orlando, my daughters were also so tickled that the “cast members” always referred to them as princesses. I can imagine that delivering exceptional quality service is an institute forté.

Kim Wacker, Marketing Specialist at Jackson Healthcare in Atlanta, knows a thing or two about Disney and its emphasis on the customer, having worked in various roles for the company – from seasonal cast member to international recruiter. She gave me a bit of insight into how her time at Disney, and its key philosophies, has helped in her healthcare marketing role.

“I think the training and emphasis on guest satisfaction is something that has helped me transition well,” Wacker says. “The attention to detail and the commitment to going above and beyond for guests at Disney are unparalleled.

“Disney’s corporate culture and values can be used to improve not only healthcare, but any line of business,” she adds. “There is a strong emphasis on respect for each other and teamwork. The emphasis on ‘serving others’ is a value that is and should be a staple in healthcare.  If people know that you truly care and want to help them and do not have a selfish motive, they will become customers – or patients - for life.”

When asked how the Institute’s healthcare program can potentially make a difference in the patient experience, Wacker explains, “the industry realizes the importance of satisfying both patients and their families. The patient-doctor relationship is key in order to gain respect and sustain future business.”

I’d be interested to hear from healthcare organizations that have taken advantage of the program, and the resultant changes they’ve made within their four walls. Let me know if you’ve heard of any examples in the comments below.

Jennifer Dennard is Social Marketing Director for Atlanta-based Billian's HealthDATA, Porter Research and HITR.com. Connect with her on Twitter @SmyrnaGirl.