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Escape Velocity: Going from Incremental to Exponential Results in Achieving the Triple Aim
Current average rating is 3 stars.
To escape the powerful forces that bind us to current models of care, IHI authors propose that we need inspired leadership and an ambitious aim — and we must accelerate the pace of improvement in health care and innovate with communities and organizations to improve health, improve the care experience, and reduce costs (the Triple Aim).
IHI Improvement Capability Self-Assessment Tool
Current average rating is 5 stars.
The IHI Improvement Capability Self-Assessment Tool is designed to assist organizations in assessing their capability in six key areas that support improvement.
WIHI: You Can't Improve What You Can't Evaluate
Current average rating is 5 stars.
April 19, 2012 | Four leading experts discuss challenges with the design and evaluation of improvement initiatives, and offer guidance on building in a robust learning and evaluation system for every step of the way.
Evaluating large-scale health programmes at a district level in resource-limited countries
Current average rating is 5 stars.
This paper reviews several evaluation designs, proposes a set of principles to capture information on context, and provides an implementation-related example from South Africa to underline the strengths of a proposed tool to systematically monitor changing dynamics in project implementation.
IHI Framework for Leadership for Improvement
Current average rating is 4 stars.
This framework provides a roadmap for leaders to think about how to do their work, improve their organizations, learn from improvement projects, and design leadership development programs.
The Physics of Health Care Improvement
Current average rating is 0 stars.
This commentary describes the observation that individuals working in and trying to improve complex systems in health care reflect many of the laws and principles of physics described centuries ago by Newton.
Passport Exclusive: Expedition - Pocketing the Dark Green Dollars Session 1
Current average rating is 0 stars.
To help health care leaders realize savings from waste reduction and quality improvement projects, IHI launched the Expedition titled, Pocketing the Dark Green Dollars: Successfully Making Improvements That Fall to the Bottom Line, in January 2010.
Passport Exclusive: Expedition - Pocketing the Dark Green Dollars Session 2
Current average rating is 0 stars.
To help health care leaders realize savings from waste reduction and quality improvement projects, IHI launched the Expedition titled, Pocketing the Dark Green Dollars: Successfully Making Improvements That Fall to the Bottom Line, in January 2010.
The Pursuing Perfection Initiative: Lessons on Transforming Health Care
Current average rating is 0 stars.
This paper describes the learning from the eight-year Pursuing Perfection initiative, whose goal was to learn if and how health care organizations could make dramatic improvements in performance across the organization. Select innovations and results stemming from the initiative are presented.
Rounding to influence: Leadership method helps executives answer the “hows” in patient safety initiatives
Current average rating is 1 stars.
Rounding to influence is one element of an evidence-based bundle of leadership methods used in highly reliable organizations that is focused on driving the successful execution of specific safety or infection control practices.
Science of Improvement: Spreading Changes
Current average rating is 4 stars.
After successful implementation of a change or package of changes for a pilot population or an entire unit, the team can spread the changes to other parts of the organization or in other organizations.
Science of Improvement: Implementing Changes
Current average rating is 4 stars.
After testing a change on a small scale, learning from each test, and refining the change through several PDSA cycles, the team can implement the change on a broader scale--for example, for an entire pilot population or on an entire unit.
Science of Improvement: Tips for Testing Changes
Current average rating is 4 stars.
The Plan-Do-Study-Act (PDSA) cycle is a “trial-and-learning” method to test changes quickly to see how they work. These are tips for testing changes.
Science of Improvement: Testing Multiple Changes
Current average rating is 4 stars.
Using several linked Plan-Do-Study-Act (PDSA) cycles allows a team to test several changes simultaneously.
Science of Improvement: Linking Tests of Change
Current average rating is 1 stars.
Testing changes is an iterative process: The completion of each Plan-Do-Study-Act (PDSA) cycle leads directly into the start of the next.
Science of Improvement: Testing Changes
Current average rating is 5 stars.
The Plan-Do-Study-Act (PDSA) cycle is a “trial-and-learning” method to test changes quickly to see how they work. Teams repeat these test cycles until the change is ready for broader implementation.
Science of Improvement: How to Improve
Current average rating is 4 stars.
The fundamentals of improvement in health care: the Model for Improvement, setting aims, forming teams, establishing measures, and selecting and testing changes.
Execution of Strategic Improvement Initiatives to Produce System-Level Results
Current average rating is 3 stars.
This paper describes the essential elements for strategic improvement: Will (the will to improve), Ideas (altneratives to the status quo), and Execution (implementing a portfolio of projects that get results).
Executing for System-Level Results: Part 4
Current average rating is 5 stars.
Part 4: System-Level Impact of Local Improvement. In this four-part IHI.org article series, IHI Senior Fellow Tom Nolan describes a system of executing improvement projects aimed at achieving unprecedented and sustained results at the system level.
Executing for System-Level Results: Part 3
Current average rating is 5 stars.
Part 3: Achieving Breakthrough Performance: Deploying Resources and Providing Oversight. In this four-part IHI.org article series, IHI Senior Fellow Tom Nolan describes a system of executing improvement projects aimed at achieving unprecedented and sustained results at the system level.
Improving Care for Patients with Anemia in Uzbekistan
Current average rating is 0 stars.
A multidisciplinary team of doctors, nurses, and health managers in Ferghana, Uzbekistan, has improved health care for patients with anemia through the introduction of quality improvement process using evidence-based guidelines on anemia, decreasing the incidence rate of women diagnosed with anemia from a mean of 80 percent to 50 percent, and improving the rate of effective treatment of anemia (from mean of 35 percent to 60 percent).
Executing for System-Level Results: Part 2
Current average rating is 4 stars.
Part 2: Achieving Breakthrough Performance: Setting Goals and Developing a Portfolio of Projects. In this four-part IHI.org article series, IHI Senior Fellow Tom Nolan describes a system of executing improvement projects aimed at achieving unprecedented and sustained results at the system level.
Executing for System-Level Results: Part 1
Current average rating is 4 stars.
Part 1: Organizational Approaches to Execution - Inside and Outside of Health Care. In this four-part IHI.org article series, IHI Senior Fellow Tom Nolan describes a system of executing improvement projects aimed at achieving unprecedented and sustained results at the system level.
Change Achievement Success Indicator (CASI)
Current average rating is 4 stars.
This assessment method checklist helps to assess to what extent an organization has taken the necessary actions to carry out a change successfully.