HA425 Unit 2 Seminar Option 2
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HA425_Unit21.pptxCHARACTERISTICS of CQI
• LINKS TO STRATEGIC PLAN
• QUALITY COUNCIL OF SENIOR LEADERSHIP
• TRAINING PROGRAMS FOR PERSONNEL
• MECHANISMS FOR IMPROVEMENT OPPORTUNITIES
PROCESS IMPROVEMENT TEAMS
• STAFF SUPPORT FOR PROCESS ANALYSIS AND REDESIGN
• PERSONNEL POLICIES TO MOTIVATE AND SUPPORT PARTICIPATION IN PROCESS IMPROVEMENT
• USE OF THE MOST CURRENT AND RIGOROUS TECHNIQUES OF THE SCIENTIFIC METHOD AND STATISTICAL PROCESS CONTROL
TRANSFORMATIONAL LEADERSHIP, TEAMWORK and a CULTURE of EXCELLENCE
REQUIRES A SYSTEMS VIEW
ADDING VALUE
LEADING, RATHER THAN MANAGING
EXERTING INFLUENCE, RATHER THAN POWER
FOCUSING INCENTIVES ON QUALITY, NOT QUANTITY
OPINION LEADERS
EXPERTS, RESPECTED FOR ACADEMIC AUTHORITY REGARDS TO AN INNOVATION
THEIR SUPPORT REPRESENTS EVIDENCED-BASED KNOWLEDGE
MAY ALSO BE PEERS, RESPECTED FOR THEIR KNOW-HOW AND UNDERSTANDING OF THE REALITIES OF CLINICAL PRACTICE
CHAMPIONS
SUPPORT NEW IDEAS
MAY COME FROM TOP MANAGEMENT OF ORGANIZATIONS (INCLUDING TECHNICAL OR BUSINESS EXPERTS)
INCLUDE TEAM AND PROJECT LEADERS AND OTHERS WHO HAVE PERSISTENCE TO FIGHT BOTH RESISTANCE AND/OR INDIFFERENCE TO PROMOTE THE ACCEPTANCE OF A NEW IDEA OR TO ACHIEVE PROJECT GOALS
BOUNDARY SPANNERS
COMBINATION OF VARIOUS TYPES OF LEADERS OF INNOVATION
THEY HAVE INFLUENCE ACROSS ORGANIZATIONAL AND OTHER BOUNDARIES
PLAY AN IMPORTANT ROLE IN MULTI-ORGANIZATIONAL INNOVATIONS AND QUALITY IMPROVEMENT INITIATIVES
TEAMS
PLAY A MAJOR ROLE IN HEALTH CARE
TEAMWORK IS ONE OF THE MOST IMPORTANT COMPONENTS OF CQI
TEAM BUILDING CENTERS ON THE ABILITY TO CREATE TEAMS OF EMPOWERED AND MOTIVATED PEOPLE
LEADERS WHO WILL FOSTER CHANGE, INNOVATION AND IMPROVEMENT
THE LINK BETWEEN LEADERSHIP AND TEAMWORK IS THE GLUE WHICH HOLDS CQI TOGETHER
LEADERSHIP IS CALLED FOR AT ALL LEVELS WITHIN A TEAM
TEAMWORK
TEAMS OUTPERFORM INDIVIDUALS
THEY BRING A WIDER VARIETY OF SKILLS
EMPOWERMENT LEADS TO MOTIVATION
AUTHORITY MATCHES RESPONSIBILITY, AND TRAINING
TRAINING IS CRITICAL TO THE SUCCESS OF LEADERS
TRAINING FUTURE LEADERS IS AN IMPORTANT RESPONSIBILITY
MEMBERS BEING ABLE TO MAKE SUGGESTIONS ALLOWS IMPROVEMENTS AND PREVENT PROBLEMS
MOTIVATION IS THE RESULT OF EMPOWERMENT, AND TO LEAD TO HIGHER QUALITY
REQUIRES A CULTURE OF TRUST
TEAMS in HEALTH CARE (1)
TEAMS
WORK TOWARDS SPECIFIC GOALS
USE MULTIPLE INTERCONNECTED PROCESSES
PRODUCE PERFORMANCE OUTCOMES
HAVE ACCESS TO INFORMATION ABOUT PERFORMANCE
TEAMS MUST
ADAPT TO CHANGING CIRCUMSTANCES
ENSURE THE SATISFACTION OF TEAM MEMBERS
MAINTAIN AND IMPROVE THEIR PERFORMANCE
TEAMS in HEALTH CARE (2)
PATIENT-CENTERED MULTISPECIALTY TEAMS ARE INCREASINGLY IMPORTANT
HEALTHCARE HAS MOVED AWAY FROM ORGANIZATIONAL STRUCTURES BASED ON FUNCTIONAL AREAS OF TECHNICAL EXPERTISE (E.G. NURSING, SURGERY) TO FUNCTIONALLY INTEGRATED ORGANIZATIONAL STRUCTURES WITH CLINICAL CARE TEAMS BASED ON PATIENT NEEDS (E.G. WOMEN’S SERVICES, CANCER CARE SERVICES)
TEAM NORMS
NORM - A STANDARD OF BEHAVIOR SHARED BY TEAM MEMBERS
HAVE A STRONG IMPACT ON INDIVIDUALS IN ORGANIZATIONS
SET EXPECTATIONS AND ESTABLISH STANDARDS OF BEHAVIOR
BEHAVIORAL NORMS - RULES THAT GOVERN THE WORK OF INDIVIDUALS
CAN DESIGNATE FACTORS SUCH AS HOW PEOPLE ARE EXPECTED TO PARTICIPATE ON A TEAM, ATTEND MEETINGS, USE PROCEDURES, ETC.
MAY DIFFER IN EACH TEAM (MAY BE DYSFUNCTIONAL/FUNCTIONAL)
PERFORMANCE NORMS - GOVERN THE AMOUNT AND QUALITY OF WORK EXPECTED OF TEAM MEMBERS
PSYCHOLOGICAL SAFETY - SHARED BELIEF THAT THE TEAM IS SAFE FOR INTERPERSONAL RISK TAKING
STAGES of TEAM DEVELOPMENT
Forming
Norming
Storming
Performing
Mourning
Adjourning
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