Why do some improvement efforts end when a leader moves on?

This session will explore how leaders fail to create systems that ensure the continuation of an improvement culture beyond their tenure. Eevidenced-based approaches to building sustainable processes will be shared, with a focus on avoiding common pitfalls.

 

How can an organization engage senior leaders and board members in safety and quality? Over the past several years, the Children's National Medical Center's board has visited care delivery sites, with rewards for both leadership and frontline staff. 

Themes included high reliability, patient experience, and community benefit, with visits to inpatient units, outpatient satellites, the emergency department, and more. New dynamics have inspired staff, changed the conversation at board meetings, and increased its Culture of Safety score.
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Leading and managing a health care delivery organization is often like drinking from a fire hose. Leaders need new skills and ways to focus their efforts to deliver results.

Providence St. Joseph Health is committed to developing leadership systems to shape culture and deliver Triple Aim results for populations. In this session, it will explore strategies to develop leadership capability as well as how the IHI High-Impact Leadership Behaviors have been used across a complex integrated delivery system.

Dave, Janet, and Kathy have led the popular Leading Quality Improvement (LQI) virtual program at IHI for six years, with more than 7,000 participants to date. There have been many lessons learned along the way, and the dialogue with health care managers in the United States and around the world has been very valuable, enriching the learning and improving the curricula for future participants.

In this highly interactive session, they will explore time management, self awareness, coaching techniques, effective problem solving, communication, and other skills. Through didactic instruction, reflection, and sharing they will help you build your skills to drive quality improvement.

Critical gaps exist in the data that enables organisations to identify current and emerging risks to patient safety. Safety failures continue to occur in health services worldwide. In order to combat this, we need to rethink how safety risks are identified. In this session we explore how, with data organisations already collect, risks to patient safety can be identified and care improvements can be directed.

This session will deliver a framework for identifying and analysing non-traditional patient safety data to drive healthcare improvement. The framework encompasses such data as patient feedback, medico-legal claims, sentinel events, reports to government clinical councils, practitioner regulator notifications, care volume, and more to identify and address current and emerging safety risks.

This highly interactive session will discuss what it takes to establish a culture of continuous improvement in a large, complex organization. Participants will learn together how to create a coherent management system that focuses on quality and about the types of behaviors that encourage a culture where people feel empowered to improve the system in which they work.