CHAPTER 27: How to Help Your QI Team Become a High‐Performing Team
THE USUAL REASONS WHY WE LAUNCH A QI TEAM
WHAT MAKES A TEAM, A TEAM?
THE CHALLENGE FOR QI TEAMS IN HEALTHCARE
FRAMEWORK FOR BUILDING A HIGH‐PERFORMING TEAM
THE FIRST STEP TO HIGH PERFORMANCE
THE TEAM “BUILDING BLOCKS”
HIGH LEVERAGE BEHAVIORS OF HIGH‐PERFORMING TEAMS
FOCUS ON THESE SIX DRIVERS TO ACHIEVE HIGH PERFORMANCE
HOW TO IMPROVE TEAM COMMUNICATION
WORKING WITH TEAM CONFLICT: THE KEYS TO MANAGING IT
CONFLICT RESOLUTION AND THE THOMAS KILMANN INSTRUMENT
REFERENCES
CHAPTER 28: Steps and Strategies for Effective Decision‐Making
PROBLEM‐SOLVING VERSUS DECISION‐MAKING
DECISIONS: TYPES & CONDITIONS
SOURCES OF ERRORS AND BIASES IN PEOPLE’S DECISION‐MAKING PROCESS
THE DECISION‐MAKING PROCESS
FOUR WAYS QI TEAMS CAN MAKE DECISIONS
IMPROVING THE EFFECTIVENESS OF A TEAM’S DECISION‐MAKING PROCESS
REFERENCES
CHAPTER 29: What Neurosciences Can Teach Us to Motivate People to Change
STORIES FROM THE FRONT LINES OF HEALTHCARE: “MAKE IT HAPPEN”
THERE IS NO IMPROVEMENT WITHOUT CHANGE
WE THINK OF CHANGE IN TERMS OF OUR OWN INTEREST
THE TRADITIONAL APPROACH TO MAKING CHANGE HAPPEN
TO UNDERSTAND CHANGE, WE NEED TO UNDERSTAND THE DRIVERS OF HUMAN BEHAVIOR
TO UNDERSTAND CHANGE WE NEED TO UNDERSTAND THE DRIVERS OF SOCIAL BEHAVIOR
CHANGE IS PSYCHOLOGICALLY PAINFUL
BASIC PRINCIPLES FOR LEADING A SUCCESSFUL CHANGE INITIATIVE
THE WINNING CHANGE STRATEGY
FIRST, MAKE IT SAFE: REMOVE UNCERTAINTY
SECOND, CREATE THE RIGHT CONDITIONS TO SAFEGUARD STATUS AND AUTONOMY
THIRD, MAKE IT STICK AND INTERNALIZE THE CHANGE
REFERENCES
CHAPTER 30: How Does it All Fit Together? The MRI Suite at St. Mary’s Hospital
SIMULATION BACKGROUND
THE FIRST “R”: THE RIGHT PROJECT
THE SECOND “R”: THE RIGHT PEOPLE
THE THIRD “R”: THE RIGHT PROBLEM
THE FOURTH “R”: THE RIGHT CAUSE
THE FIFTH “R”: THE RIGHT SOLUTION
16 APPENDIX Appendix I: Common Improvement Tools and Techniques Appendix II: Glossary of Improvement Terms Additional Resources BOOKS ARTICLES WEBSITES
17 Index
List of Tables
1 Chapter 2TABLE 2‐1 THE QI PROJECT STEPS CHECKLIST
2 Chapter 3TABLE 3‐1 Template for a Project Selection Matrix
3 Chapter 6TABLE 6‐1 Heart Medical Center Hospital Roster
4 Chapter 12TABLE 12‐1 Pros and Cons for Each Type of Data
5 Chapter 13TABLE 13‐1 A Data Collection Planner Makes Our Data Collection Process Effect...
6 Chapter 14TABLE 14‐1 Differences between research and quality improvement work.TABLE 14‐2 The Anscombe’s Quartet data set.TABLE 14‐3 The Anscombe’s Quartet summary statistics.TABLE 14‐4 Analysis of Variation: the bottom line.
7 Chapter 15TABLE 15‐1 The Run Chart Table for Interpretation of the Number of RunsTABLE 15‐2 OTR Times for STAT ABGs at Mercy HospitalTABLE 15‐3 Number of Narcotic Discrepancies at Chicago MedTABLE 15‐4 C‐section Rates at London Memorial
8 Chapter 16TABLE 16‐1 Door‐to‐Infusion Times for All Stroke Codes at Huron Medical Cente...TABLE 16‐2 Calculation of Moving Range for Door‐to‐Infusion Times at Huron Me...
9 Chapter 17TABLE 17‐1 Roadmap to Assess a Process’s PerformanceTABLE 17‐2 Process Sigma Level Conversion TableTABLE 17‐3 DVT Prophylaxis Process Sigma Levels
10 Chapter 18TABLE 18‐1 The Cause and Effect ContinuumTABLE 18‐2 The Cause and Effect Matrix
11 Chapter 20TABLE 20‐1 Paired Comparison AnalysisTABLE 20‐2 Paired Comparison Analysis ResultsTABLE 20‐3 A Pugh MatrixTABLE 20‐4 Solution Desirability Matrix Assessment CriteriaTABLE 20‐5 Solution Desirability Matrix Rank Results
12 Chapter 21TABLE 21‐1 The PDSA Cycle Template
13 Chapter 22TABLE 22‐1 The Aim of the 5S StepsTABLE 22‐2 5S Audit ChecklistTABLE
