** After reading the Case Study at the end of Chapter 9 called Moving Beyond Data Access to Quality Improvement Action.

- Answer the question and its parts (if applicable below) in at least 1200 words or more. Do not copy and paste from another post on chegg or any other cite.

1. As a leader in health care, how would you handle the problem and implement changes? Explain in 300 or more typed words then answer the 3 parts of this question below.

1. In a narrative format, discuss the key facts and critical issues presented in the case. Explain
2. Given this situation, what are the apparent barriers to using incident-reporting systems for QI? How can these barriers be overcome? Explain
3. What steps would you propose to engage both clinicians and QI staff in enhanced QI activities? Explain

Reference:

Burns, L. R., Bradley, E. H., & Weiner, B. J. (2011). Shortell and Kaluzny's health care management: Organizational design and behavior (6th ed.). Cengage Learning

CASE STUDY; Moving Beyond Data Access to Quality Improvement Action

STATEMENTS FOR HELP:

*

(Applying Quality Improvement Frameworks)

• QI tactics and strategies:
  • Create opportunities for staff experimentation and QI adaptation
  • Frame QI as learning challenge
  • Promote organizational identification
  • Use transformational leadership processes
  • Involve workforce in performance measurement and control system
  • Measure/reward QI implementation efforts

• QI intervention source:
  • Perceptions of key stakeholders about whether innovation is externally or internally developed may influence success of QI implementation
• Evidence strength and quality:
  • Sources of evidence: published literature, guidelines, anecdotal stories, competitors, patients experience, results from local pilot

(Keys to Successful QI Change-Perception Management)

• QI change occurs in context of organizational events and histories related to change:
  • Shapes likelihood change will be successfully implemented

(Workforce Characteristics and Implementation Challenges):

• Specialization
  • Only partial knowledge for patient care
• The physician culture
  • Less consideration of lower ranked individuals
• The professional hierarchy
  • Collaboration problems due to rankings
• Professional identification
  • Limits organizational identification

• Collect data and reward specific behaviors
• Lack of performance measurement and control systems reflects:
  • Working hard equated with delivering best possible care
  • Limited information to challenge belief that effort is associated with best quality care
  • Developing valid measures of quality is difficult because of inherent nature of work

• QI initiatives are often unsuccessful due to implementation failures
• Implementation policies and practices (IPPs) facilitate implementation by increasing employees capabilities, motivations, and opportunities to put innovation into use

DO NOT COPY and PASTE FROM ANOTHER CHEGG POST PLEASE. I WILL UP VOTE if NOT NOT NOT COPIED

• • Both change and reason for change have to be understood
• Key principle affecting individual perceptions of QI change is potential threats to security
  • Sequencing of QI can shape perceptions of those who participate in change
  • Planning for change should acknowledge importance of perception as reality perspective