No AI software or applications can be used. Except for the noted text, no sources can be older than 6 years.
Assignment-
Chapter two finishes with a brief discussion on the human side of change. Experience has shown the team assembled to drive the change can “make or break” a good QI project. Yet, today’s healthcare workers can be extremely busy with regular work, let alone find the time to participate in a QI project. This is a very real -and frequent- challenge for QI professionals. Assume you work in the Emergency Room department at a local hospital. Customer/patient surveys have indicated very low patient experience scores on several criteria. In your role as QI agent, You’ve been tasked with improving the situation. Answer the following-
1) Describe the approach you might take to pull together an effective QI team from staff who might already feel overworked. 2) Describe how you could leverage process data and observations to convince them to get involved in the QI efforts? Note to remember: the ability to measure the targeted improvement is a fundamental aspect of any good QI project and answers one of the three primary questions for a QI project: “How will we know we’ve made an improvement?” But data alone is impersonal and seldom a convincing tool for engagement without a good interpretation. It’s the QI change agent’s role to “tell the story” using process data in order to make a convincing argument for change. Data that effectively reveals the need and opportunity for improvement can be a huge lever to bringing process owners on board. Reference- Chapter Two- ‘Skills to Support’ The Improvement of Improvement Guide by Langley, et.al., pgs 27-47
Additional references must be Tier 1 Sources- a peer-reviewed journal or publications, government documents, relevant academic articles
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