This challenging and highly practical book draws on the findings from an international study designed to help practitioners and researchers understand the factors and processes that enable healthcare organisations in the United States and Europe to achieve - and sustain - high quality services for their users. The in-depth case-studies from seven leading hospitals give an international, evidence-based outlook that focuses on both the organisational and cultural processes of quality improvement. Implication for research and practice are considered, and a checklist of possible challenges has been drawn up to help identify any 'gaps' in initiatives. Healthcare policy makers and shapers including hospital chief executives and NHS directors will find this book enlightening, as will healthcare quality improvement and service development researchers and professionals. Clinicians with an interest in quality improvement will also find much of interest.
Table of Contents
The art, the science, and the sociology of improvement: San Diego Children's Hospital. Organisational and professional identity: crisis, tradition and quality at the Royal Devon and Exeter NHS Foundation Trust. Organisational learning and sustained improvement: the quality journey at Cedars-Sinai Medical Center, Los Angeles. Building a system of leadership for quality improvement: a Dutch hospital in pursuit of perfection. Smart socio-technical design in healthcare organisations: sustaining quality improvement at the Luther Midelfort Mayo Health System. Empowering quality: demonstration and democratisation at the Peterborough and Stamford Hospitals NHS Foundation Trust. Mobilizing for quality: the case of an HIV/AIDS treatment center in Albany, New York. A practitioners' codebook for the quality journey. Towards a process model of organizing for quality. Journey's end: epilogue and final reflections.