Quality Improvement Case Study

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The cultural barriers and enablers to achieving a successful quality improvement program has to start from the top to bottom. First, leaders could be enabler or barrier. Leaders who emphasize the importance of patient’s centeredness, practice and make round set an example break the barriers. Once the employees know where the leaders stand quality activity becomes day to day activities. Employees are aware, accountable and work in team to achieve the quality improvement goals. There is not finger pointing instead, everyone takes the responsibility for quality structure, process and outcome. Customer’s feedback, communication, collaboration, brainstorming, transparency and trust are enablers to attain quality improvement.
Knowledge, attitudes …show more content…
You have received notification that CMS is no longer going to reimburse hospitals for readmissions within 30 days. Outline a strategy to tackle this quality program.

The strategy to tackle this quality program is to focus on high-impact intervention. The aim is “to reduce avoidable hospital readmission” (p.440). I would need to investigate and gather information, data, patient’s feedback to find the root problem. The investigation should give me some information and background to analysis the reason of patients with a diagnosis of congestive heart failure are being readmitted 28 percent of the time with in 30 days. The second step is to defrost the Status Quo. á It is necessary to create the sense of urgency about patients’ safety. Explain and communicate that the status quo is longer acceptable and educate the importance of quality care improvement. á Create a guiding coalition by creating a team with the right people who “clearly understand the urgency, see the need to change, and have the correct set skills and knowledge essential to guide and support the change” (p.398). The team members must trust each other and passionate about …show more content…
In this case, the vision should be to have fewer to
0% readmission of patients within 30 days.

á Communicate the vision and strategy
Making round, discussing issue about patient’s safety and improvement, transparency and educating the staff are few ways to communicate the organization vision and strategy.

The third step is to introduce new practices á Make a change possible. Improvement has to start in small increment, making it simple for everyone to follow and understand. For example, even though the final goal is to reach 0%, celebrate every achievement. “The celebration of continued successes will contribute to the changing employee behaviors that will help solidify the change and minimize resistance” (p.405). Take time to review what works and what did not work. Set the target a little higher and continue with the cycle.
The final stage is “make change stick” or refreeze it á “Make change a permanent part of culture” (p.429)
Leaders and team members have to continue with rounding, discussion and transparency to have a continuous quality improvement. Once the culture has been developed, it has to be sustained.

á “Process requires long-term
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