Applying Quality Management In Healthcare A Systems Approach 2nd Edition Diane L. Kelly - Solutions

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= 2. When does a group of people become a team?
=1. What is a team, and why are teams important?
=1. Compare these strategies with the leadership principles explained in this chapter. How are they similar or different?
=1. Compare these principles with the leadership principles explained in this chapter. How are they similar or different?
= 17. Explain the strategies for countering the negative influences of advisor and followers.
= 16. How do the concepts of servant leadership and stewardship differ from traditional leadership philosophies?
= 15. Explain the main leadership lessons that can be learned by studying the lives of Abraham Lincoln, Harry Truman, and Winston Churchill.
= 14. Explain each step in change facilitation.
= 13. What can organizations do to promote a positive response to restructuring?
= 12. Explain what organizations must do to respond effectively to change.
= 11. List the strategies leaders can use to play a positive role in facilitating change.
= 10. Explain the pitfalls that can undermine followership.
= 9. Explain the leadership characteristics that build and maintain followership.
= 8. What leadership style is most appropriate in a total quality setting? Why?
= 7. Describe Maslow’s Hierarchy of Needs and how it can be used in a total quality setting.
= 6. What is the Juran Trilogy?
= 5. List and briefly explain the principles of leadership.
=4. Describe and debunk three common myths about leadership.
= 3. How can one distinguish between leaders and misleaders?
= 2. Explain the concept of a good leader.
=1. Define the term leadership .
= 2. If a suggestion system is costing more to operate than it is generating in terms of improvements, how would you respond?
=1. How does an organization know whether its suggestion system is worth the time and effort needed to make it work?
= 2. What personal inhibitors will such an individual have to overcome to empower his or her employees?
=1. Why might it be difficult for a manager who used to be a talented technician to let employees do their jobs?
=1. If you were the quality manager for this company and the employee empowerment effort had been your idea, how would you have gained a commitment to it from the new management team?
= 13. Distinguish between empowerment and enlistment.
= 12. Explain the concept of workforce readiness as it relates to empowerment.
= 11. Describe the concept of MBWA.
= 10. What is a quality circle?
= 9. Describe how to use brainstorming to promote empowerment.
= 8. Describe management’s role in empowerment.
= 7. In what ways can an organization’s structure and management practices inhibit empowerment?
= 6. Explain the various root causes of management resistance to empowerment.
= 5. List three inhibitors of empowerment and how they can be overcome.
= 4. What is the relationship between empowerment and motivation?
= 3. Give a brief rationale for empowerment.
= 2. Explain the following statement: “Successful implementation of empowerment requires change in the corporate culture.”
=1. Define the term empowerment , being sure to distinguish between involvement and empowerment .
To address operational considerations related to implementing improvements
To introduce an implementation framework for managers
To gain an appreciation for the influence of mental models on implementation
1a. You are a manager faced with initiating an improvement effort. Two contrasting approaches to planning, launching the effort, selecting the team, and defining your role in the effort are shown below.Describe the assumptions or mental models conveyed by the different approaches. Write your
2. Record your responses for this exercise on a worksheet similar to the one on page 218.a. Select any process that takes place within a health services organization.Write that process in the center column, column A.b. Identify who (person, group, department, stakeholder) influences the process in
To introduce the concept of systems thinking
To introduce the concept of dynamic complexity
To provide examples that illustrate dynamic complexity in healthcare
To explore the implications of dynamic complexity for healthcare managers
2. Review the system characteristics that contribute to dynamic complexity:• Change• Trade-offs• History dependency• Tight coupling• Nonlinearity
3. Explain how these system characteristics are expressed in the case study.
This case is adapted from Kelly, D. L., and S. L. Pestotnik. 1998. “Using Causal Loop Diagrams to Facilitate Double Loop Learning in the Healthcare Delivery Setting.” Unpublished manuscript.Mrs. B was a 66-year-old widow living on a fixed income. She had been diagnosed with high blood pressure
1. Review your opportunities for improvement in the first six areas described in the previous worksheet (leadership; strategic planning;focus on patients, other customers, and markets; measurement, analysis, and knowledge management; human resource focus; and, process management).
2. Review the organizational performance results. Select as a priority one of the opportunities for improvement in this area.
3. Explain why you made this selection.
4. List any other opportunities for improvement (listed in question 1)that influence or are influenced by your selected priority for improvement (listed in question 2).•••
To describe four systems models for healthcare managers
To discuss selected lessons for healthcare managers from each model
1. Review the four systems models presented in this chapter:Three core process model BNQP Healthcare Criteria for Performance Excellence• Systems model of organizational accidents • Socioecological framework
2. Choose one that you can best relate to at this time.
3. Review your responses to the Chapter 1 exercise. Look at both your excellent quality experience and your poor quality experience, paying particular attention to how you described the manager’s role or influence.
4. Now, think about those experiences from the perspective of the systems model you chose in question 2. Describe any additional understanding of the experience that you may have when viewing it from a systems perspective, then write your responses in a table similar to the one below.
Consider the following scenario.In Florida, Clara, an active ninety-four-year-old great-grandmother who still worked as a hospital volunteer two days a week, was admitted to the hospital for a bowel obstruction. She and her family, along with nurses from the hospital, said that there were too few
Using the information provided in this chapter, brainstorm and list possible factors that may have contributed to this patient’s death. Use the following categories as a guide:• Latent failures at the level of senior decision makers• Latent failures at the level of frontline management•
To introduce the metaphor of an iceberg to help demonstrate the concept of systemic structure in organizations
To discuss practical lessons for healthcare managers resulting from understanding the concept of systemic structure
To introduce strategies to help managers identify and understand systemic structures
To practice identifying different mental models or assumptions in healthcare and understanding how they influence behavior
1. This chapter discussed the iceberg as a metaphor for gaining a deeper understanding of a system. The chapter also discussed the need to ask not only the question, “What can we do differently?”but also, “How can we best understand why we are getting the results we are getting?” The
2.a. See the Mental Models Worksheet below. Identify two different mental models associated with the “fighting fires” management style in the context of a healthcare organization. Write your responses in the respective boxes on the worksheet.b. Describe how each of these mental models would
To describe the elements of organizational traction
To describe the importance of organizational traction in initiating and sustaining ongoing performance improvement
To gain an appreciation for the need to define current reality
1. An integral activity in any healthcare provider–patient encounter involves the physical examination, checkup, or assessment. This exercise will examine what may be learned about the organizational examination, checkup, or assessment from this routine clinical practice.For questions 1a through
To introduce commonly used continuous improvement and patientsafety tools
To practice using continuous improvement and patient safety tools
1. Read the following case study.
2. Follow the instructions at the end of the case.
You have just been brought in to manage a portfolio of several specialty clinics in a large multiphysician group practice in an academic medical center.The clinics reside in a multiclinic facility that houses primary care and specialty practices as well as a satellite laboratory and radiology and
1. Completely read all of the instructions.
2. Decide which problem you want to focus on as your first priority—the goal for your improvement team.
3. Identify the team members that you would want to participate in this effort and what fundamental knowledge they should bring to the process.
4. Document the current process using a process flowchart.
5. Identify your customers and their expectations.
6. Prioritize opportunities to improve by doing the following:a. Complete an RCA using a fishbone diagram with the following categories: people (patients), people (staff/employees), policies and procedures, and plant (facilities/equipment);b. Describe how you would collect data about how often the
8. Improve the process and document the improved process with a process flowchart or workflow diagram.
9. Decide what you will measure and briefly describe how you would collect the data.
10. You have completed the “Plan” phase of the Shewhart cycle. Describe briefly how you would complete the rest of the PDCA cycle.
11. Save your answers to each part of this exercise. This will become the documentation of your improvement effort.
The letter in this case study is adapted with permission from Trina Bingham, master’s in nursing student at Duke University School of Nursing.You are the risk manager of a tertiary-care hospital and have just received the following letter from a patient who was recently discharged from your
To explore practical team strategies
To appreciate individuals’ differences
To practice identifying team member strengths
1. Assign roles in your group. These roles may stay the same or may rotate among team members to provide an opportunity for each team member to practice each role.• Select a leader: The leader is responsible for ensuring that the group expectations are completed within the time allotted and that
2. Select and agree on group rules: These rules represent guidelines and expectations for how individuals and the group will function to promote the accomplishment of the team’s assignment. As a start, the following rules are suggested:• Give your full attention.• Be respectful of others.•
•• 3. Identify and discuss each team member’s strengths and limitations.Record these characteristics on the following worksheet. Use this worksheet as a reference for your team.Name My unique contribution What I am least effective to this project team (e.g., at doing (it is not that I
To review concepts related to health policy
To explore the role of public and private policies on healthcare quality
1. Based on your work setting and/or area of interest, select and explore one of CMS quality initiatives (e.g., hospitals, home health, nursing home) at www.cms.hhs.gov/quality.
2. Answer the following questions in reference to the selected resource:a. In two to three paragraphs, describe the contents of this resource and its relationship to healthcare quality.b. Describe how the information contained on this site may be used in your current or previous organizational
To explore why effective goal setting is essential to quality management

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Applying Quality Management In Healthcare A Systems Approach 2nd Edition Diane L. Kelly - Solutions

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