RESUMO
Today's primary care provider faces the challenge of caring for individual patients as well as caring for populations of patients. This article offers a model--the panel management process--for understanding and managing these activities and relationships. The model integrates some of the lessons learned during the past decade as we have worked to gain an understanding of the continual improvement of health care after we have understood that care as a process and system.
Assuntos
Planejamento em Saúde Comunitária/organização & administração , Programas de Assistência Gerenciada/normas , Modelos Organizacionais , Gestão da Qualidade Total/métodos , Prática de Grupo/normas , Humanos , New Hampshire , Inovação Organizacional , Atenção Primária à Saúde/normas , Avaliação de Processos em Cuidados de Saúde , Garantia da Qualidade dos Cuidados de Saúde , Estados UnidosRESUMO
Governing board members and other healthcare leaders naturally want to see their organizations improve, but they often have difficulty connecting leadership functions to daily work in the organization in order to produce improvement. This article offers a framework, including a series of self-assessment questions, to help leaders foster continual improvement within their organization. Such improvement becomes possible when people join professional knowledge with a new body of knowledge called improvement knowledge. Continual improvement results when leaders enable everyone in the organization to build new knowledge, to test changes in daily work, and to learn from these tests. Essential to building and applying knowledge in this way are a leadership policy that fosters a shared sense of purpose and promotes learning, tools and methods that accelerate the development of new knowledge and improvement, and systematic strategies for building and applying that new knowledge to the process of daily work, and to the functions of leadership itself.
Assuntos
Conselho Diretor/normas , Planejamento Hospitalar/normas , Liderança , Gestão da Qualidade Total/organização & administração , Desenvolvimento de Pessoal , Materiais de Ensino , Estados UnidosRESUMO
We seem to lack a well-defined, comprehensive, and shared understanding of what is required for the continual improvement of health care--at the organizational and the industry levels. This article presents a framework that defines the new body of knowledge which, when joined with the professional knowledge of health care workers, can make continual improvement possible; and gives requirements for building and applying this knowledge to bring about improvement in health care organizations.
