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Getting Serious about Producing Health: The Ten Teams Challenge
In this article, Dr. Don Berwick makes the case that every US hospital and integrated health system with the means to do so should immediately establish and support Ten Teams, focused on 10 social influences on health in the region served by the organization.
Addressing Institutional Racism in Healthcare Organizations
This article presents strategies in five core areas to guide health care leaders as they seek to address institutional racism in their organizations.
Virtual Learning Hour Special Series: COVID-19: Grief Leadership and System Supports
June 26, 2020 | Learn about specific leadership behaviors and system supports needed to address the mental health and well-being needs of caregivers, particularly during the COVID-19 pandemic.
Conversation and Action Guide to Support Staff Well-Being and Joy in Work During and After the COVID-19 Pandemic
During the COVID-19 pandemic, health care leaders are working to support staff who are experiencing anxiety, stress, and intense demands. This guide includes actionable ideas that leaders can quickly test during the coronavirus response, and which can build the longer-term foundation to sustain joy in work and well-being for the health care workforce.
Virtual Learning Hour Special Series: Mobilizing to Respond to COVID-19
March 27, 2020 | Don Berwick and Derek Feeley share key coronavirus (COVID-19) learnings, innovations, and revelations they’ve been gathering and gleaning from health care leaders and improvers across the globe.
WIHI: Improvement and Innovation in Times of Crisis
March 24, 2020 | What does it look like to innovate, improve, and solve problems at warp speed?
WIHI: How to Speak So Leaders Will Listen
February 21, 2019 | How much thought and preparation go into how you pitch new ideas and initiatives to leaders in your organization? If you've been frustrated by lack of support or buy-in from a leader, it's possible that you did not win that person over at the start.
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.
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.