"You are much more likely to be an authentic leader if you are a leader who listens, who is open to the fact that you will be wrong from time to time. It is the type of thing that we teach when we teach the Model for Improvement. We teach people to try small tests of change and that they often learn more from tests of change that don’t work as compared to tests of change that do work. You have to be open to that as a leader."
— IHI Executive Vice President, Derek Feeley
Clinical leaders face often competing daily challenges, including overseeing patient care, budgetary responsibilities, and teaching requirements, all in a fluid setting filled with constant change. In the post-health care reform environment, there is renewed emphasis on the quality of care provided and producing zero harm events. One of the most important — yet often overlooked — roles of physician leaders is engaging colleagues and department-wide teams in quality improvement initiatives that foster learning and align with organizational goals.
In Quality Improvement for Chairs and Chiefs, a two-day program from the Institute for Healthcare Improvement (IHI), clinical chairs and chiefs of departments or services will be fully immersed in methods to improve quality throughout their department. From the basic metrics of measurement and assessing performance, to leading a culture of quality, to strategies for publishing improvement work, this program will provide clinical department heads with the essentials they need to lead a portfolio of department-wide improvement initiatives.
Over the course of this program, our faculty experts will address the following topics, among others:
- Leadership behaviors that build a culture of quality and safety
- Using quality data for improvement
- Setting audacious goals for your quality efforts
- Developing ambulatory-focused improvement projects
- Assessing readiness for ACGME Clinical Learning Environment Review (CLER)
- Improvement science and academic advancement
- Evaluating and addressing disparities
- Building your team’s skills in recognizing and eliminating defects
- Publishing your improvement work
- Managing adverse events for transformation
- Using existing structures to leverage quality efforts
- Metrics for measuring improvement
- Top lessons from patient safety
- Designing reliable processes and assuring coverage and completeness