{{{{{Read the case study and answer question located at the bottom of this posting}}}}

Case Study: Moving Beyond Data Access to QI Action

''''' After a considerable investment of both money and time, executives at Leman Healthcare were delighted that the new incident-reporting at Leman was now fully operational. The incident reporting system had been deployed across the healthcare system; frontline and management staff, as well as physicians in both inpatient and ambulatory settings, had been trained and were able to use the incident-reporting system to access patient information, document adverse events, and report as required to senior management, risk management, and QI department.

However, even with full system development, QI activities across the health system has not changed. The QI department had full access to the data warehouse that housed data collected through the incident-reporting system as well as data from the electronic health record and other information systems, yet QI staff members were apparently not using these data. Instead, QI projects continued to follow historical patterns involving laborious efforts to develop queries and reports rather than use the new system's immediate reporting capabilities to supply information for managers and to drive process improvement projects both locally and across the hospital system.

Similarly, the potential for clinicians to use the newly accessible date was not being realized. Physicians were reluctantly compliant with requirements to use the incident-reporting system and documentation for reporting, but the general consensus seemed to be that the system was just a way to point fingers at the medical staff. Despite efforts from the senior management team to work individually with clinicians to educate and explain the importance of error and near-miss reporting that would provide information to reduce errors, these physicians continued to view the incident-reporting system as a punitive tool, as an opportunity for them to explore ways to improve their work. '''''

QUESTIONs. Please elaborate on the terms and explain how they relate to work in healthcare Administration. Healthcare leadership has many elaborate, wordy terms, please explain on each point and explain how it incorporates real life with work life. Explain in 300 words or more, each part of this question.)

Process improvements: It is a practice which aims to modify the current loopholes in the business process. This will be helpful to every kind of business. Any health care organization might learn to improvise its patient care. It should try to utilize technology as well the latest trend of health care industry.

The integration of incident reporting system to healthcare system: It will simplify the loss of compensation paid due to any major incident took place at the hospital premises. It better manage the critical areas where people should give focus to reduce the any damage or serious incidents.

Team management: A team approach will be utilized to take care of any error and incidents therein to. Team people can do any task which will be impossible to do separately.

Role of quality inspection (QI) department: It can reduce many possible areas where incidents might occur. It must deploy its activities with other managerial department so that it can be overseas the areas of concerns and priority to mitigate any type of risk.