RESUMO
In today's competitive healthcare market, leaders face increasing pressure to ensure rapid and lasting improvements at their facilities. Typically, such improvements happen only when senior management provides leadership in two areas--structure and culture. Often this means completely revamping inadequate information systems and developing a better understanding of improvement technology. By employing a number of strategies, such as benchmarking, implementing practice guidelines, and other tactics to make optimal use of existing information, and establishing formal learning plans, healthcare leaders can effect significant and continuing quality improvements within their facilities.
Assuntos
Liderança , Qualidade da Assistência à Saúde , Coleta de Dados , Sistemas de Informação/normas , Cultura Organizacional , Satisfação do Paciente , Técnicas de Planejamento , Poder Psicológico , Guias de Prática Clínica como Assunto , Estados UnidosRESUMO
CQI is most effective when it focuses performance on chronic, critical problems and identifies the "vital few" performance benchmarks. CQI in any health care setting depends on early success, on clear lessons learned, and on the feeling of achievement and "moving forward" that this engenders throughout the organization. If there is a secret formula, it is an initial successful project.
