Institute for Healthcare Improvement: Leading System Improvement

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Expert Host

Leadership Response to a Sentinel Event

IHI periodically receives urgent requests from organizations seeking help in the aftermath of a serious organizational event, most often a significant medical error.

In responding to such requests, we draw on learning and examples assembled from many courageous organizations over the last 15 years who have respectfully and effectively managed these crises.

	James Reinertsen, MD
	Leaders must make quality a core strategy of the organization. That's probably the most important barrier that must be addressed — a mindset change from "quality is the job of the quality department" to "quality is a core operational responsibility for every executive, every person." (See Commentary.)
	Host Picks Executive Review of Projects Spread Planner Seven Leadership Leverage Points for Organization-Level Improvement in Health Care

	In the Spotlight
		Increasing Efficiency and Enhancing Value in Health Care: Ways to Achieve Savings in Operating Costs per Year IHI Innovation Series white paper This white paper proposes a set of steps health care organizations can undertake to systematically identify and eliminate inefficiencies to create a portfolio of work leading to a 1 percent to 3 percent savings in operating costs per year. Methods for developing a balanced portfolio of projects and for calculating and tracking cost savings are also described. Learn More Healthcare Executive Series on Leadership and Safety Read articles in the Healthcare Executive series on key leadership strategies that can improve patient safety: The key to winning the Campaign Reducing harm to patients Patients and families: Powerful new partners for health care and for caregivers Leadership's role in execution Engaging physicians Transforming leadership infrastructure through widespread board engagement A three-part approach to patient safety: Balanced strategy improves value, reduces costs Could it happen here? Learning from other organizations' safety efforts The Triple Aim: Optimizing health, care, and cost Knowing is not enough: Executives and educators must act to address challenges and reshape health care What students think: The WHO Surgical Safety Checklist and the ICU walker IHI's Improvement Map: A new concept to help hospitals achieve better patient outcomes Engaging the CFO in quality: Why it’s a must and how to make it happen Changing systems, changing minds: Improving health care with IT Strengthening the core: Middle managers play a vital role in improving safety The Triple Aim: Care, health, and cost Improving the US health care system requires simultaneous pursuit of three aims: improving the experience of care, improving the health of populations, and reducing per capita costs of health care. Preconditions for this include the enrollment of an identified population, a commitment to universality for its members, and the existence of an organization (an "integrator") that accepts responsibility for all three aims for that population Read the article in Health Affairs