Creating a culture of quality outcomes in a health care organization
HCA 822 Topic 3 DQ 1
When creating a culture of quality outcomes in a health care organization, do the notions of diversity and shared values conflict with one another? Why or why not?
ADDITIONAL DETAILS
Creating a culture of quality outcomes in a health care organization
Introduction
The culture of a health care organization is one of the most important factors in determining its success. If the culture does not support quality, then it will be difficult for any organization to achieve high-quality outcomes. In this article, we’ll explore how medical organizations can create a culture where quality is emphasized and how you can begin implementing changes so that your organization can focus on getting measurable results from your patients instead of just settling for “good enough.”
What outcomes are most important?
When you’re looking at the results of your efforts, it’s important to consider what outcomes you want to achieve. Outcomes can be clinical (e.g., mortality) or economic (e.g., cost savings), as well as short-term and long-term in nature; positive or negative; subjective or objective.
Recognizing the value of a multidisciplinary approach
A multidisciplinary team approach is more effective, efficient and cost effective than an individual approach. Multidisciplinary teams are also more likely to achieve desired outcomes in patient care and service delivery.
Accountable care organizations emphasize quality outcomes.
Accountable care organizations (ACOs) are a new model of health care organization that emphasizes quality outcomes. They’re designed to improve the quality of care and reduce costs, so they’re accountable for both.
ACOs focus on preventing illness by putting patients at center stage in their medical decisions; engaging patients in their own care; providing coordinated access to high-quality services through an integrated network; promoting effective use of medical resources through a strategic approach to risk management; implementing evidence-based protocols wherever possible; maintaining transparency among stakeholders while keeping costs down through judicious use of technology or other methods that help make it easier for physicians and staff members work together efficiently toward common goals
Triple aim gives more perspective on quality outcomes.
The triple aim gives more perspective on quality outcomes. It’s a framework that can help health care organizations think about their work in ways that are more holistic and relevant to patients, providers, and societies.
The triple aim is:
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Improve the experience of care (patient satisfaction)
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Improve the health status of populations (health improvement)
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Reduce per capita costs
Creating a culture that emphasizes quality.
Creating a culture that emphasizes quality is about creating a system of shared values and beliefs. It’s about developing a common understanding of what it means to be “quality” so that everyone can understand why it matters, and how they fit into the process.
The first step to creating this culture is leadership. Leaders have to set expectations on both sides: They need buy-in from their team members as well as recognition from stakeholders (customers).
A good way for leaders to show off their commitment is by setting up training sessions for employees who want them in order to better understand what makes up an effective health care organization—and how each person can contribute towards achieving those goals!
Implementing a new culture that emphasizes quality will probably be difficult.
Implementing a new culture that emphasizes quality will probably be difficult. It will take time, effort and support. It may require leadership from top to bottom of an organization or even across multiple organizations to help build consensus around the change. Communication is key: make sure all staff members understand what you’re after and how they can contribute toward achieving it.
To get started on your journey toward creating a culture of quality outcomes in your health care organization:
Where to begin? Start with measurable outcomes.
When you’re starting out, it might be tempting to try to measure everything. But if your staff aren’t trained in measurement or don’t have access to the right tools and resources—and if they’re not given time and space for reflection—you’ll end up with a bunch of data that’s difficult or impossible to interpret or use.
Instead, I recommend starting small: Measure just one outcome at first (like “time taken by clinicians” or “time spent on paperwork”). Then start adding more relevant measurements over time as you learn more about what works best for your organization’s culture and values. For example: If we measure number of completed forms per week by nurses but not doctors, then we’ll know when we need additional training around how best handle these kinds of tasks within our team; meanwhile, if we only look at nurses’ workloads then we might miss opportunities for improvement elsewhere in the system such as lackadaisical record keeping practices among front-office staff members who could easily be making things worse rather than better simply because no one knows how many times someone has filed an insurance claim recently.*
Collect data early and often.
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Collect data early and often. Data collection should be ongoing and frequent, but it also needs to be specific to the organization’s goals. For example, if you want employees to take more time off for vacation or personal reasons, you’ll need to know what percentage of them are doing so at any given point in time.
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Make collecting information easy for everyone involved. Make sure that collecting data is easy for both employees and management by providing clear instructions on how it can be done successfully; make sure that those instructions are also available online or by email if needed (e.g., through an app).
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Use the collected information wisely—and act on it immediately when necessary! A culture of quality starts with an understanding of what makes up a good outcome: specifically, who makes up each step along the way; how long these steps take; when they should happen next (if ever); whether there are any dependencies between steps so that one doesn’t depend on another alone…and so forth.
Quality is one of the more measurable outcomes in medicine.
Quality is one of the more measurable outcomes in medicine. It’s not the same thing as effectiveness or efficiency, and it should be measured at multiple levels on multiple times over time. You could measure quality for a specific patient group, for instance, or you could look at all patients or all services across an entire organization.
Quality can also be defined as something that isn’t perfect but still acceptable, such as being able to read X-rays clearly enough so that physicians can make diagnoses with confidence—regardless of whether they’re reading them on their own phone screens (which tend to be smaller than paper). This kind of “good enough” approach is common when trying to improve quality without changing how things are done now; however, this can lead us back into old habits like doing everything manually instead of using modern technology like electronic medical records systems (EMRs) and remote monitoring software which helps us stay productive while still providing access whenever needed without having too much overhead cost associated with maintaining these systems themselves.”
Conclusion
We hope that this article has helped you to understand the importance of quality outcomes in health care, and how to implement them in your organization. It can be a difficult process, but we’re confident that if you follow these seven tips, your efforts will pay off in the long run.
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