Organizing for Quality: The Improvement Journeys of Leading Hospitals in Europe and the United States
This challenging and highly practical book draws on the findings from an international study designed to help practitioners and researchers understand the factors and processes that enable healthcare organisations in the United States and Europe to achieve - and sustain - high quality services for their users. The in-depth case-studies from seven leading hospitals give an international, evidence-based outlook that focuses on both the organisational and cultural processes of quality improvement. Implication for research and practice are considered, and a checklist of possible challenges has been drawn up to help identify any 'gaps' in initiatives. Healthcare policy makers and shapers including hospital chief executives and NHS directors will find this book enlightening, as will healthcare quality improvement and service development researchers and professionals. Clinicians with an interest in quality improvement will also find much of interest.
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administrator afﬁliations approach beneﬁts Cedars-Sinai Cedars-Sinai Medical Center challenges Chapter chief executive Children’s Hospital clinical director clinicians codebook collaborative commitment context core culture deﬁned described difﬁcult empowerment environment example ﬁeld ﬁnd ﬁrst ﬁve focus healthcare organizations identiﬁed identity important improvement effort individual inﬂuence infrastructure initiative institution interactions involved issues leadership learning Luther Midelfort macro Mayo Health System medical center medical staff micro-system NHS Foundation Trust nurse organization’s organizational case studies organizational learning pathways patients PAUL BATE PDSA peer-to-peer PEOC Peterborough physician professional Pursuing Perfection QI efforts quality agenda quality and service quality improvement quality journey RD&E RdGG reﬂected relationships role senior management sensemaking service improvement signiﬁcant social solutions speciﬁc Stamford Hospitals strategy structure sub-processes sustained there’s things transformation team universal challenges