Description: This softcover manual distinguishes Performance Improvement (PI) from quality improvement/assurance by describing the history and the measurement basis for PI as a system/process management strategy. PI involves teams representing several departments of a system, in this case a hospital, collaborating to improve a weak process. The authors emphasize the need to transition hospital management to this idea and link it to JCAHO accreditation.
Purpose: The stated goal is "to provide a framework within the practice of nursing to transition nurses from traditional thinkers in quality concepts to collaborative systems thinkers."
Audience: The targeted audience is professional nurses working in hospitals.
Features: Three sections divide the information into history and basic principles, applications and examples, and, finally, linkage to the accreditation process. A glossary of terms and important people in developing the strategy ends the book. There is a general table of contents but no index. Several examples of care applications and working situations illustrate principles described.
Assessment: This exhortation to adopt Performance Improvement management is a good introduction to the topic. Moving from history and principles to implementation to accreditation provides clear information. However, the authors demean their intended audience in the preface by stating, "The lack of responsible, coordinated, and purposeful actions by professional nurses contributed to spiraling medical costs, inadequate staffing, low morale, and low pay."