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Health Care Leaders: "Bill or No Bill, We Still Have Work to Do"
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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
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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
Current average rating is 5 stars.
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
Current average rating is 3 stars.
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
Current average rating is 3 stars.
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
Current average rating is 4 stars.
Kaiser Permanente (KP), the largest managed care organization in the US, has achieved impressive improvements in quality of care over the past decade — a testament to their engaged and effective leadership and staff. Kaiser's achievements also owe a great deal to a unique 10-plus-year collaboration with the Institute for Healthcare Improvement (IHI) — a strategic partnership that accelerated improvement at KP, greatly informed IHI’s own learning, and helped KP build system-wide capacity for improvement.
Radically Redesigning Patient Safety
Current average rating is 3 stars.
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
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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
Current average rating is 5 stars.
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
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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
Current average rating is 4 stars.
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
Current average rating is 4 stars.
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
Current average rating is 4 stars.
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
Current average rating is 5 stars.
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
Current average rating is 4 stars.
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!
Current average rating is 4 stars.
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.
WIHI: The Managers and Management We Need to Improve Care
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March 26, 2015 | Health care leaders have an incredibly important role to play in driving improvement initiatives in their organizations. So do people on the frontlines of care. What we aren’t as articulate about is the role that middle managers play.
Change from the Inside Out: Health Care Leaders Taking the Helm
Current average rating is 5 stars.
Drawing on the thinking and vision of the newly formed IHI Leadership Alliance, this article describes a set of emerging care design principles to usher in unprecedented performance, driven less by laws, regulations, and payment changes and more by innovations and true collaborations with patients, workforces, and communities. The authors note that simultaneously delivering better care and better health at lower per capita costs cannot be done without the courage and commitment of leaders in health care.
IHI National Forum 2014 Keynote Videos
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Watch videos of keynote presentations at IHI's 26th Annual National Forum in December 2014, freely available on IHI TV: "AND Is the New OR" by Maureen Bisognano and Derek Feeley; and "A Report from Xanadu" by Don Berwick.
Profiles in Improvement: Alide Chase, IHI Senior Fellow
Current average rating is 4 stars.
A former senior vice president at Kaiser Permanente, Alide Chase had a pivotal role in crafting the longtime strategic partnership between IHI and Kaiser focused on building improvement capability, improving safety, and establishing organization-wide performance improvement and measurement systems. Now, recently retired, she's looking forward to creating a community among the IHI Senior Fellows and providing strategic guidance to IHI as part of her role as a fellow.
Profiles in Improvement: Leonard L. Berry, PhD, MBA, IHI Senior Fellow
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"I’m hopeful about the work in health care quality improvement. It’s a journey without a finish line," says IHI Senior Fellow Len Berry, whose current work is focusing on how we can improve the service experience of cancer patients and their families. Learn more in this profile.
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).
Harvard Medical School Academic Innovations Collaborative: Transforming Primary Care Practice and Education
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The goal of the two-year Harvard Medical School Academic Innovations Collaborative (AIC) was to transform primary care education and practice by engaging hospital- and community-based primary care teaching practices in building highly functional teams, managing populations, and engaging patients. The AIC built on models developed by Qualis Health and the Institute for Healthcare Improvement, optimized for the local academic medical center context.
Lessons Learned from Two "Super-Utilizers"
Current average rating is 4 stars.
After implementing several interventions, including building capacity for primary care teams to customize patient care plans, this team decreased total annual charges from $600,000 to $3,000 for two patients considered to be "super-utilizers."
Leading Improvement in Population Health
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The new mental models for leading population health require leaders to blend the best of their capability to manage health care delivery performance and quality improvement with a set of skills that are about co-production — that is, forming productive relationships with community partners and with patients, families, and the broader population.
  
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