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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Measurement and Analysis | 23% | - Designing and implementing experience measurement - Collecting and validating feedback data - Reporting findings and driving improvement - Analyzing and interpreting results |
| Topic 2: Partnership and Advocacy | 29% | - Promoting person-centered care principles - Building partnerships with stakeholders - Engaging patient and family voices - Advocating for patient rights and values |
| Topic 3: Design and Innovation | 22% | - Evaluating impact of changes - Integrating experience into design - Co-designing solutions with patients and families - Innovating processes and services |
| Topic 4: Organizational Culture and Leadership | 26% | - Leading experience strategy and vision - Aligning governance and resources - Building supportive culture and capability - Advancing the profession and practice |
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質問 # 11
Which practice BEST ensures learning across interdisciplinary teams?
正解：D
解説：
This question aligns with Organizational Culture and Leadership , particularly knowledge sharing and cross- functional collaboration. Option D is correct because a service champion network creates designated individuals across different departments who share best practices, reinforce behaviors, and facilitate communication across disciplines . This structure supports continuous learning, consistency, and spread of improvement efforts organization-wide , which is essential in CPXP frameworks. Option A (patient comment cards) gathers feedback but does not ensure team learning. Option B (department councils) may operate in silos and limit cross-disciplinary exchange. Option C (training) is valuable but often one-time and not sustained across teams. CPXP emphasizes that distributed leadership models like champion networks enable ongoing learning, alignment, and culture change across interdisciplinary teams , making them the most effective approach.
質問 # 12
Which option is BEST used to understand an individual's patient experience within a healthcare organization?
正解：A
解説：
This question aligns with Design and Innovation , which emphasizes deeply understanding the patient journey to improve care experiences. Patient shadowing is the most effective method for understanding an individual patient's experience because it involves direct, real-time observation of the patient's journey through the care process . This approach allows healthcare professionals to see firsthand the interactions, delays, emotions, and environmental factors that shape the patient experience. CPXP highlights shadowing as a powerful tool for identifying gaps and opportunities that may not be captured through surveys or feedback alone. In contrast, advisory councils and focus groups provide broader perspectives, and complaints reflect isolated issues.
Patient shadowing delivers rich, contextual, and experiential insights , making it the best option for understanding the full scope of an individual patient's experience.
質問 # 13
Which strategy should the patient experience professional employ to help support the successful implementation of a new rewards and recognition program?
正解：C
解説：
This question aligns with Organizational Culture and Leadership , particularly change management and staff engagement strategies. Option C is correct because identifying champions and gathering feedback throughout planning and implementation ensures buy-in, collaboration, and sustained adoption . CPXP principles emphasize that successful initiatives require engaged stakeholders who advocate for change and influence peers . Champions act as role models, reinforce desired behaviors, and help address resistance. Additionally, incorporating feedback creates a sense of ownership and ensures the program is relevant and effective.
Options A and B are more top-down approaches and may not foster engagement, while D is helpful but limited in scope. By leveraging champions and continuous feedback, organizations build stronger alignment, improve participation, and increase the likelihood of long-term success in recognition and engagement initiatives.
質問 # 14
An increasing number of patients and family members believe that their treatment plans are wrong. Unit leaders report high census, staffing challenges, and difficult patient behaviors. What is the FIRST step a patient experience professional should take to address this situation?
正解：B
解説：
This question aligns with Measurement and Analysis , which emphasizes understanding the root cause of experience issues before implementing solutions. The key phrase is "FIRST step," which in CPXP practice is always to gather meaningful, direct feedback from the actual patients and families involved . Option B is correct because it prioritizes real-time, qualitative insight into patient perceptions, particularly around involvement in care decisions-an essential driver of trust and experience. Option A (training) is premature without understanding the underlying issue. Option C (survey changes) is slower and less actionable for immediate understanding. Option D is not valid, as it relies on anecdotal and non-representative input. CPXP stresses that effective improvement begins with listening to the voice of the patient to inform targeted interventions .
質問 # 15
Significant differences between what end-users may desire and what healthcare systems are willing to do based on their expertise and resources is a challenge for design-thinking. What is the BEST strategy below to help bridge the gap and provide balance?
正解：C
解説：
This question falls under Design and Innovation , particularly design thinking , which is a structured, human- centered approach used in patient experience improvement. Option B is correct because it reflects the core stages of design thinking: empathy and needs assessment (through observation and interviews), ideation (generating solutions), and prototyping (testing solutions in real settings) . This approach effectively bridges the gap between patient desires and organizational constraints by balancing user needs with feasible solutions.
Option A includes important elements but lacks the full structured process. Option C is more traditional project management and not human-centered design. Option D focuses on improvement cycles but does not fully address user-centered innovation. CPXP emphasizes that design thinking ensures solutions are both desirable for patients and feasible within system capabilities .
質問 # 16
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