Reinertsen J, Gosfield A. Doing well by doing good: Improving the business case for quality. 2003. (Unpublished manuscript)

The paper considers current barriers to a physician business case for quality, five principles for change which could revolutionize health care, and more.

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Reinertsen J. Understanding and improving clinical quality: The role of trustees. 2003.

This article answers a question that often troubles Board members in health care organizations: "What is the role of the Board in improving clinical quality?  How does the Board's role relate to the roles of the administrators and medical staff members?"

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Cleeland CS, Reyes-Gibby CC, Schall M, Nolan K, Paice J, et al. Rapid improvement in pain management: The Veterans Health Administration and The Institute for Healthcare Improvement Collaborative. Clinical Journal of Pain. 2003;19:298-305.

The prevalence of moderate or severe pain among patients decreased from 24% to 17%, and other related improvements occurred as well, in the 22 Veterans Health Administration Integrated Service Networks that participated. This quality improvement report describes in detail the careful planning and sustained effort that were required to achieve these encouraging results.

Berwick DM. Heal thyself or heal thy system: Can doctors help to improve medical care? Quality in Health Care. 1992;1(Suppl):S1-S7.

This article describes several principles of a system for improvement and shares stories of the health care crisis: connecting the big picture to day-to-day life.

Berwick D, Enthoven A, Bunker J. Quality management in the NHS: The doctor's role. British Medical Journal. 1992;304:304-308.

The introduction of market conditions into the NHS, designed to achieve greater accountability and create incentives for efficiency and improved quality of care, will not alone be sufficient to achieve improvement. This article describes other methods to reform the financing of medical care and increase accountability.

Berwick DM. Commenary: Peer review and quality management: Are they compatible? Quality Review Bulletin. 1990;16:246-251.

Donald Berwick addresses the misunderstanding that is developing among health care organizations regarding the appropriate role of classical forms of quality assurance (QA) in the new wave of quality management.

Mills P, Weeks W, Surott-Kimberly BC. A multihospital safety improvement effort and the dissemination of new knowledge. Joint Commission Journal on Quality and Safety. 2003;29(3):124-133.

This article concludes that personal commitment from senior leadership, dissemination strategies that push information to clinicians, and monitoring of progress at the regional level are all needed for dissemination of complex medical information to occur.

Berwick DM. The clinical process and the quality process. Quality Management in Health Care. 1992;1:1-8.

This article discusses the importance of active participation of physicians in quality management methods. Similarities between the clinical practice to improve the health of individuals and quality management to improve work processes support this involvement.

Berwick DM, Wald DL. Hospital leaders' opinions of the HCFA mortality data. Journal of the American Medical Association. 1990;263:247-249.

This article discusses the outcome of a national survey of hospitals.  The survey was to determine hospital leaders reactions to data released by the Health Care Financing Administration on hospital-specific mortality rates and in general the public release of outcome data.

Berwick DM. Health services research and the quality of care: Assignments for the 1990's. Medical Care. 1989; 27:763-771.

Due to the rise in healthcare costs and the importance of improving health care quality, the study of efficacy, the study of appropriateness, the study of execution of care, and the study of the purposes of care are the 4 agendas of primary focus for health services research. This article discusses these agendas to be able to successfully define, measure, and protect health care quality.