Quality improvement is a continual process that recognizes changing patient needs and updates both clinical and administrative processes to meet those needs and provide the best possible care. How can social marketing assist with this notion of changing patient needs? How does coming to better understand the target customer or patient enhance a health care organization’s ability to meet patients’ needs?
answer in 200 words
Ans) An improvement process often requires significant changes in people’s attitudes and behaviors, often requiring staff to give up their old standards and practices and adopt new ones. As a result, you can expect pushback from some staff as you introduce new processes and habits.
- Many staff will "get it" early and pitch in enthusiastically. But introducing and reinforcing changes in behavior that "stick" in the form of sustainable practices will take some work and time to succeed. Over time, as less enthusiastic staff see positive progress, they too will become more engaged and supportive.
- When you succeed, the payoff is significant, with benefits not only for patients but also for clinicians and staff. Many organizations have found that job satisfaction for their staff rises with improved patient experiences because the new, better practices usually reduce frustrating inefficiencies in the system that created extra work for staff.
- To decide which new ideas or benchmark practices to implement, the improvement team needs to consider several factors:
• Compatibility with the organization and local culture. Serving
Cuban coffee in the waiting room of the clinics of a Miami medical
group may be very patient-friendly, for example, but it is not
likely to be viewed with the same enthusiasm by patients in Arizona
or Massachusetts.
• Technical merit. The ideas that are most likely to be adopted are
those that provide significant advantages over existing practices
for both patients and providers—whether in the form of increased
efficiency, higher patient and employee satisfaction, or improved
outcomes. All improvement efforts ultimately have to answer the
question: "What's in it for me?"
• Fit with the problem: The best intervention will be one that
suits the specific problem you need to address (or can be tailored
as needed). To ensure a good fit, the improvement team should seek
input from both affected staff as well as patients or members. If
you ignore either source of information in your planning, you may
choose an intervention that will not fix the real problem.
Depending on the nature of the intervention, you may want to break
it down into a set of related but discrete changes. For example, if
the team decides to implement a new specialist referral process,
you could begin by making changes to the procedures used to
communicate with the specialist's office. The communication process
with the health plan might then be the target of a separate
change.
Quality improvement is a continual process that recognizes changing patient needs and updates both clinical and...
which of the following are critical to promoting high quality
patient care
Which of the following is an example of an individual intervention? a. Social marketing b. Policy development c. Nicotine management a. All of the above 50. Which of the following is NOT a lifestyle management recommendation for patients with diabetes? a. Smoking reduction b. Dietary interventions and weight control c. Self-monitoring of glycaemia . Structured education Which of the following are critical to promoting high quality patient care?...
You are considering an administrative position at Meda Medical Center, a hospital focused on both clinical research and tertiary patient care. This medical center has multiple centers of excellence—e.g., in cancer, pediatric medicine, and cardiac surgery—as well as several focal areas on hospital and patient care performance improvement. Specifically, you are interviewing for a position on the “bedside barcoding” team, which is tasked with developing and implementing new processes for barcoding all clinical equipment and procedures used in individual patient...
Case study 10 Establishing a capability for continuous quality improvement in the NHS BACKGROUND AND HISTORY In March 2009 County Durham and Darlington Community Health Services (CDDCHS) formu- lated a strategy to improve patient outcomes, safety and service efficiency by developing and implementing a large-scale quality improvement programme across the organization. CDDCHS was the primary care provider for a large, semi-rural area around Durham and Darlington, serving a diverse community of around 600,000 people across the region. The CD&DPCT employed...
Piedmont Overlook Care Organization Case Study Piedmont Overlook Care Organization (PPOCO) is a group of medical facilities that provide healthcare services across the Southeast. PPOCO first offered services in 1986 to address medical service needs in the local community. The goal was to provide comprehensive healthcare. It was also the goal to provide services beyond the traditional operating hours of primary care and other doctor offices. PPOCO focuses on total wellness that incorporates an integrative approach to optimize quality patient...
CASE STUDY . . Clinical Quality and Patient Autonomy Ql relates not only to the quality of clinical care provided, but also t autonomy. Mary Elizabeth Wainwright, a lifetime smoker, had lived in citizen residence for 27 years. At age 93, she had outlived her husband, h relatives. She was brought to the ER by ambulance, mentally alert but severely thc and all he Her pulmonary condition had deteriorated, and she had been ventilator d 2 months. She was a...
Introduction For over a century Northwestern Hospital's use of EBM has enabled clinicians and practitioners to incorporate best treatment practices at the point of patient care in both their hospital and ambulatory organizations. For example, Northwestern's goal to enhance quality delivery and overall patient care hastened the formation of a new entity, Minneapolis Medical Center Incorporated (MMCI). In 1966, Northwestern Hospital, along with other health care facilities in the Minneapolis area, formed the nucleus of an organization that would significantly...
Introduction For over a century Northwestern Hospital's use of EBM has enabled clinicians and practitioners to incorporate best treatment practices at the point of patient care in both their hospital and ambulatory organizations. For example, Northwestern's goal to enhance quality delivery and overall patient care hastened the formation of a new entity, Minneapolis Medical Center Incorporated (MMCI). In 1966, Northwestern Hospital, along with other health care facilities in the Minneapolis area, formed the nucleus of an organization that would significantly...
I
prefer an in depth answer.
Introduction For over a century Northwestern Hospital's use of EBM has enabled clinicians and practitioners to incorporate best treatment practices at the point of patient care in both their hospital and ambulatory organizations. For example, Northwestern's goal to enhance quality delivery and overall patient care hastened the formation of a new entity, Minneapolis Medical Center Incorporated (MMCI). In 1966, Northwestern Hospital, along with other health care facilities in the Minneapolis area, formed the nucleus...
One of the Baldrige Core Values is Patient-Focused Excellence. The description on pages 40-41 of the Baldrige Excellence Framework document suggests numerous activities on which an excellent organization should focus to achieve patient-focused excellence, which I have extracted below (many of these ideas are reflected in the Criteria questions for Category 3): Concept 1…your organization must consider all features and characteristics of patient care delivery (including those not directly related to medical, clinical, and health services) and all modes of...
Healthcare Quality Management Student Workbook - 5th edition Project 2-1: Structure, Process, Outcome, and Patient Experience Measures Project Description: For a comprehensive understanding of performance, healthcare organizations measure four distinct characteristics: structure, process, outcome, and patient experience measures, Structure measures are used to assess the organization's capacity to provide quality patient care. Process measures are used to assess satisfactory completion of healthcare tasks. Outcome measures are used to assess the end result of healthcare services. Patient experience measures are used...