Quality Improvement in a Medical Setting

Quality Improvement in a Medical Setting

Competition in the health care industry has resulted in a new push for improving quality health care. Many of the initiatives covered so far are valid and well supported by the articles and reports provided. However, identifying organizations that have successfully executed quality as a core organizational strategy focused on lasting improvement is still a challenge. Incorporating quality as a central element begins at the top—from the boards to the CEO, the executive team, and the visionary leaders willing to take risks. Road maps to change are always helpful, and Kotter (1995, 1996; as cited in Joshi et al., 2014) offers a practical eight-stage change process that provides a framework and guide to leaders managing a change to quality.

This week, you will analyze performance data and medical care and services in a medical setting as compared to state and/or national standards, and you will recommend ways to improve the performance indicators.

Learning Objectives

Students will:

  • Analyze performance data in a medical setting
  • Analyze medical care and services in a medical setting compared to state and/or national standards
  • Recommend ways to improve performance indicators in a medical setting

Photo Credit: [Vasiliki Varvaki]/[E+]/Getty Images

Learning Resources

Note: To access this week’s required library resources, please click on the link to the Course Readings List, found in the Course Materials section of your Syllabus.

Required Readings

Joshi, M. S., Ransom, E. R., Nash, D. B., & Ransom, S. B. (Eds.). (2014). The healthcare quality book: Vision, strategy, and tools (3rd ed.). Chicago, IL: Health Administration Press

  • Chapter 16, “Implementing Quality as the Core Organizational Strategy” (pp. 393–419)
  • Chapter 17, “Implementing Healthcare Quality Improvement: Changing Clinician Behavior” (pp. 423–442)
  • Chapter 18, “The Quality Improvement Landscape” (pp. 455–494)

Adams, L. Y., & Maykut, C. A. (2015). Bullying: The antithesis of caring acknowledging the dark side of the nursing profession. International Journal of Caring Sciences, 8(3), 765–773.

 

Note: Retrieved from the Walden Library databases.

Albrecht, R. M. (2015). Patient safety: The what, how, and when. The American Journal of Surgery, 210(6), 978–982.

 

Note: Retrieved from the Walden Library databases.

Bellack, J. P., & Thibault, G. E. (2016). Creating a continuously learning health system through technology: A call to action. Journal of Nursing Education, 55(1), 3–5.

 

Note: Retrieved from the Walden Library databases.

Joseph, M. L., Rhodes, A., & Watson, C. A. (2016). Preparing nurse leaders to innovate: Iowa’s innovation seminar. Journal of Nursing Education, 55(2), 113–117.

 

Note: Retrieved from the Walden Library databases.

The Joint Commission. (2014). 2015 hospital national patient safety goals. Retrieved from http://www.jointcommission.org/assets/1/6/2015_HAP_NPSG_ER.pdf

The Joint Commission. (n.d.). 2015 Hospital National Patient Safety Goals. Retrieved from http://www.jointcommission.org/assets/1/6/2015_HAP_NPSG_ER.pdf. Used with permission of The Joint Commission.

Document: Emergency Department HCAHPS Data (PDF)

 

This document contains data needed to successfully complete this week’s Assignment, including hospital Emergency Department data as compared to state and national standards.

 

Assignment: Quality Improvement in a Medical Setting

Improvement in quality and safety should be considered a core organizational strategy. Leading that change is not always easy. A road map for change is helpful in managing organizational change. Kotter’s (1995, 1996; as cited in Joshi et al., 2014) model for change is a realistic framework to manage quality improvements. The eight steps of Kotter’s theory include 1) unfreezing the old culture; 2) forming a powerful guiding coalition; 3) developing a vision and strategy; 4) communicating a vision and strategy; 5) empowering employees to act on the vision and strategy; 6) generating short-term wins; 7) consolidating gains and producing more change; and 8) refreezing new approaches in the culture (Joshi, et.al, 2014, page numbers).

In this Assignment, you will analyze Emergency Department data and other resources to identify areas where the care and services provided are not up to state or national comparisons. You will also address how you would improve the substandard performance indicators.

To prepare:

Analyze the Emergency Department HCAHPS Data and other resources in the Learning Resources.

Emergency Department HCAHPS Data

 

The Assignment:

The HCAHPS data for the Emergency Department would indicate there are areas where the care and services are not up to par, as compared to state or national standards.

Using Kotter’s work as described in Chapter 16 of your text, and other change models from the reading, write a 3- to 4-page (excluding title page and references) analysis of the performance data for the Emergency Department, comparing the medical care and services to state and/or national standards. Provide recommendations for strategies to improve the Emergency Department substandard performance indicators.

Note: Your Assignment must be written in standard edited English. Be sure to support your work with at least five high-quality references, including two from peer-reviewed journals. Refer to the Essential Guide to APA Style for Walden Students to ensure that your in-text citations and reference list are correct. This Assignment will be graded using this rubric: Week 9 Assignment Rubric (PDF). Your Assignment should show effective application of triangulation of content and resources in your conclusion and recommendations.

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