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Applying Quality Management in Healthcare: A Systems Approach

Overview

Quality management is a complex process, especially in healthcare. Managers in today's environment need more than just an understanding of the historical concepts of quality. They need to understand how to achieve quality within the structure and relationships of the complex system of a healthcare organization.

In this new third edition, Kelly has enhanced the contents to promote an understanding of systems thinking in health services organizations. While still providing readers...

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Overview

Quality management is a complex process, especially in healthcare. Managers in today's environment need more than just an understanding of the historical concepts of quality. They need to understand how to achieve quality within the structure and relationships of the complex system of a healthcare organization.

In this new third edition, Kelly has enhanced the contents to promote an understanding of systems thinking in health services organizations. While still providing readers with the foundational concepts of quality management she instructs readers on the system implications of understanding stakeholders' quality requirements, establishing goals in complex systems, improving and managing process change, measuring performance, and working in teams. Readers learn how to think critically using new frameworks, approaches, and tools and are given real-life examples and case studies to practice these skills.

Alternatives to traditional quality management tools and techniques

An expanded Practice Lab with which readers can exercise newly learned quality techniques.

A guide to using the CMS and Joint Commission quality indicators to improve systems of care.

A glossary of terms

Additional case studies and exercises designed to individualize applications in the student's own practice setting.

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Product Details

  • ISBN-13: 9781567933765
  • Publisher: Health Administration Press
  • Publication date: 7/1/2011
  • Edition description: New Edition
  • Edition number: 3
  • Pages: 284
  • Product dimensions: 7.20 (w) x 10.20 (h) x 0.90 (d)

Table of Contents

Foreword xiii

Preface xvii

Acknowledgments xxi

Section I Quality Management: A Systems Approach

Chapter 1 Fundamentals of Quality Management 3

Why Focus on Management? 4

What Is Quality? 5

Creating a Shared Definition of "Quality" 7

Three Principles of Total Quality 9

Quality Continuum for Managers 12

Summary 15

Chapter 2 A Systems Perspective of Quality Management: Characteristics of Complex Systems 19

Systems Thinking 21

Dynamic Complexity 22

Summary 29

Chapter 3 Understanding System Behavior: Systemic Structure 31

A Systems Metaphor for Organizations 31

Lessons for Healthcare Managers 33

Going Below the Waterline 38

Summary 44

Chapter 4 Visualizing System Relationships: Models for Health Services Managers 47

Three Core Process Model48

The Baldrige Performance Excellence Program in Health Care Criteria 51

Systems Model of Organizational Accidents 55

Socioecological Framework 59

Summary 62

Section II Achieving Quality Results in Complex Systems

Chapter 5 Establishing System Direction 67

Purpose 68

The Purpose Principle 73

Vision 79

Context 82

Summary 85

Chapter 6 Establishing Improvement Goals in Complex Systems 87

Relationship Between Goals and Results 89

Setting Improvement Goals in Complex Systems 91

Types of Goal Statements 94

Critiquing Goal Statements 96

SMART Goals and Complex Systems 99

Corollaries to Purpose and Goals 100

Summary 101

Chapter 7 Understanding Customer and Stakeholder Requirements 103

Patient Requirements 104

Implications for Managers 107

Summary 113

Chapter 8 Understanding the Role of Policy in Promoting System Change 119

Health Policy: An Overview 120

Public Policy Promoting Systems Change 125

Private Policy Promoting Systems Change 129

Lessons for Managers 133

Summary 136

Chapter 9 Improving Processes and Implementing Improvements 139

Systematic Critical Thinking in Designing Improvements 140

Process Improvement Tools 143

Root Cause Analysis 148

Prospective Analysis 149

Implementing Improvements 151

Summary 158

Chapter 10 Measuring Process and System Performance 165

Preserve the Context 166

Bundle and Unbundle Data According to the User's Purpose 168

Differentiate Types of Measures and Their Uses 173

Select a Balanced Set of Measures 175

Analyze Process and System Performance 178

Performance Management Measures and the Quality Continuum 184

Summary 185

Chapter 11 Postering Teamwork: Below-the-Waterline Considerations 191

Team Design 192

Mental Models Affecting Team Design 194

Mental Models About Talents and Differences 196

Mental Models About Improvement or Project Teams 199

Tools for Effective Teams 201

Summary 202

Section III Practice Lab

Exercise 1 Reflective Journal 207

Exercise 2 The Manager's Role 209

Exercise 3 Dynamic Complexity 211

Exercise 4 Mental Models 213

Exercise 5 System Relationships 215

Exercise 6 Systems Error Case Study and Analysis 217

Exercise 7 Customer Requirements 219

Exercise 8 Improvement Case Study 221

Exercise 9 Team Guidelines 225

Exercise 10 Generational Differences 227

Exercise 11 Organizational Self-Assessment 228

Exercise 12 Improving a Performance Gap in My Organization 238

Exercise 13 Improving a Performance Gap: A Case Study 245

Glossary of Terms 255

References 261

Index 275

About the Author 284

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