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Leading Quality Across a System
This article describes five core drivers for effective health care chief quality officers (CQOs) in their role of overseeing and aligning quality efforts within and across health care systems.
Invite the Next Generation to Lead
Reflecting on lessons from 10 years of the IHI Open School, this article shares five practical ideas for how can health care organizations can engage the next generation of health professionals as powerful change agents and leaders.
Leadership and Vision for a Culture of Safety
Leaders seeking to transform their health care organization’s culture would do well to commit focused attention on six key areas described in this article.
"Start Here: Getting Real About Social Determinants of Health" (2018)
Start Here: Getting Real About Social Determinants of Health (2018)
WIHI: What's in a Name? Health Care's Chief Quality Officer
January 25, 2018 | A health care system's Chief Quality Officer oversees efforts to create and sustain transformative change on multiple fronts, including patient and worker safety, overall quality of care, moving from volume to value, and more.
Leading a Culture of Safety: A Blueprint for Success
Creating a culture of safety in health care settings has proven to be a challenging endeavor, and there is a lack of clear actions for organizational leaders to take in developing such a culture. This guide provides chief executive officers and other health care leaders with a useful tool for assessing and advancing their organization’s culture of safety, and can be used to help determine the current state, inform dialogue with the board and leadership team, and help leaders set priorities.
WIHI: Discovering Your Way to Greatness
December 21, 2017 | Steve Spear speaks to an audience at IHI's National Forum, drawing on his own life experience and work with multiple industries to point out that better ways to do things are within reach.
Moral Choices for Today’s Physician
In this essay, Don Berwick considers moral choices physicians face personally, organizationally, and globally and exhorts them to understand that the health of humanity depends on their speaking out against the social injustice of overpricing drugs and services, mass incarceration, and the lack of environmental responsibility.
Free from Harm: Accelerating Patient Safety Improvement Fifteen Years after To Err Is Human
This report assesses the state of patient safety in health care, advocating for a total systems approach across the continuum of care and establishment of a culture of safety, and calling for action by government, regulators, health professionals, and others to place higher priority on patient safety improvement and implementation science.
Health Care Leaders: "Bill or No Bill, We Still Have Work to Do"
In this NEJM Catalyst article, several members of the IHI Leadership Alliance write, “Bill or no bill, we still need to move forward and continue our focus on improving health and health care for our patients and our communities while reducing costs” (the IHI Triple Aim).
Breaking the Rules for Better Care
IHI Leadership Alliance member organizations asked their patients and staff, “If you could break or change any rule in service of a better care experience for patients or staff, what would it be?” This article summarizes the most frequent suggestions.
Profiles in Improvement: Dr. Pierre Barker, IHI Chief Global Partnerships and Programs Officer
Dr. Pierre Barker, IHI Chief Global Partnerships and Programs Officer, describes some of IHI’s global work that is helping to improve health and health care worldwide.
Four Steps to Sustaining Improvement in Health Care
To learn how to build systems that sustain improvement, IHI studied health care organizations that were able to achieve standout results and then build on them. This article highlights four steps, derived from insights from their work, on how to get started with introducing new standard work processes for point-of-care staff.
Restoring Joy in Work for the Healthcare Workforce
While burnout in the health professions is alarmingly high, restoring joy in work is more than just reducing burnout. This article describes four key steps that leaders can take to restore, foster, and nurture joy in the health care workforce.
Lessons in Leadership for Improvement: Kaiser Permanente’s Improvement Journey Over 10 Years
Kaiser Permanente (KP) has achieved impressive improvements in quality of care over the past decade — a testament to their engaged and effective leadership and staff, and also due in part to a unique 10-plus-year collaboration with the Institute for Healthcare Improvement (IHI) that accelerated improvement at KP, greatly informed IHI’s own learning, and helped KP build system-wide capacity for improvement.
Radically Redesigning Patient Safety
Standardize what makes sense. Customize to the individual. Change the balance of power. These are three of the “10 Rules for Radical Redesign in Health Care,” developed by IHI Leadership Alliance members, that are particularly applicable to improving patient safety.This article highlights organizations that are using these rules to make care safer.
WIHI: Breaking the Rules: Lessons from IHI’s Leadership Alliance
April 7, 2016 | What are the rules that both staff and patients continue to run up against? Why do some rules persist, interfering with a more optimal care experience, even after they’ve been relaxed or retired? Are some rules misinterpreted, and still others more like myths that live on just because “we’ve always done it this way”?
Era 3 for Medicine and Health Care
In this article, Don Berwick presents nine changes he believes are needed for health care to transition into what he calls era 3, "guided by updated beliefs that reject both the protectionism of era 1 and the reductionism of era 2."
Applying Radical Redesign Efforts
MemorialCare Health System's (California) strategy to provide high-quality care, reduce waste, and keep costs in line demonstrates three of the ten “New Rules for Radical Redesign in Health Care” developed by IHI Leadership Alliance members: standardize what makes sense; make it easy; and return the money.
WIHI: Personal Mastery for Transformational Leadership
December 17, 2015 | We might spend our entire working lives striving to become better colleagues and leaders and more effective team members. Dr. Neil Baker works with health care organizations to enhance leadership and team impact; he offers effective ways to interrupt unproductive “reactive” patterns to get back on the right track.
Profiles in Improvement: Azhar Ali, IHI Executive Director, Middle East and Asia-Pacific
In this profile, IHI Executive Director Azhar Ali talks about the path that led him to IHI and the growing portfolio of IHI's work in the Middle East and Asia-Pacific regions that he is overseeing and helping to build.
10 New Rules to Accelerate Healthcare Redesign
This article describes ten "new rules" that were developed and are being tested by members of the IHI Leadership Alliance as a set of guiding principles to help accelerate their progress toward delivering on the full promise of the Triple Aim. The authors also provide brief case examples demonstrating how Alliance member organizations are enacting some of these rules.
Profiles in Improvement: Jennifer Lenoci-Edwards, RN, MPH, IHI Director, Patient Safety
In this profile, Jennifer Lenoci-Edwards, IHI Director of Patient Safety, talks about the experiences that shaped her passion and dedication to improving safety, and the current focus of IHI's work in patient safety, which includes safety across the continuum of care, engaging patients in safety efforts, and supporting health care teams in improving system reliability and enhancing their joy in work.
Governing for Improved Health
Hospital trustees play an important role in community health. Health care organizations need to see themselves as part of a larger health care continuum, and a key asset within their communities to promote and ensure health.
Profiles in Improvement: Sodzi Sodzi-Tettey, MD, MPH, IHI Director of Project Fives Alive!
Dr. Sodzi Sodzi-Tettey, IHI Senior Technical Director for the Africa Region, talks about his work in Ghana with Project Fives Alive!, including the encouraging results they're seeing in reducing mortality of children under five years of age (work that is underpinned by strong technical leadership in QI), and IHI's growing portfolio of work in Africa.