Measuring and increasing the effectiveness of the QI implementation change practices of front-line leaders offers the promise of saving lives and reducing harm and suffering to patients. Leaders have limited information on how to measure and increase the effectiveness of their QI implementation practices.
Design. Qualitative, non-experimental, retrospective, cross-case study.
Sample. Purposive sample of 7 front-line physician and nurse leaders and 12 QI projects, controlled for multiple context variables.
Conclusions. The conceptual framework, Leaders’ Expectations of Change Compliance, emerged based on the analysis of the reasons leaders did not set target dates. The QI implementation tactics used by the leaders were determined to be components of three types of strategies: education, data and discourse. QI project patterns were identified; there was no single combination of strategies, tactics, and barriers that led to greater QI progress. The five critical determinants of the QI patterns were: (1) Amount of leader persuasion, (2) Whether a leader had fully conceptualized the QI project, (3) Amount of clinician persuasion, (4) Presence or absence of meaningful data, and (5) How leaders responded to resisters. The patterns are similar for QI projects with the same QI topics and goals. Counting the number of QI implementation tactics the leaders used is not an accurate measure of QI implementation progress.
Four types of implementation barriers: Leader, clinician, characteristics of the QI Projects, climate, and resource barriers. There was no distinguishable relationship between the number of tactics used and the number of barriers identified.
Implementation Plan Objective. Increase leaders’ abilities to conceptualize their QI implementation strategy and how they choose their QI implementation tactics based on the barriers they anticipate and encounter.
Research Recommendations. Conduct further research on QI regarding: concepts, project timing, health information technology (HIT), setting target dates, discourse and change, creative types of implementation tactics, and multi-hospital and multi-stakeholder collaboratives.
Health Policy Recommendations. Develop hospital-based Rapid Response QI Teams that can be activated during a quality and safety emergency, train new and current clinicians to conceptualize, implement and reach QI goals, increase QI implementation research funding, develop a QI topic-specific implementation registry, and integrate QI and HIT.
|Commitee:||Gould, Jeffery B., Jones, Cheryl B., Sakala, Carol, Wells, Rebecca|
|School:||The University of North Carolina at Chapel Hill|
|Department:||Health Policy And Management|
|School Location:||United States -- North Carolina|
|Source:||DAI-B 70/04, Dissertation Abstracts International|
|Subjects:||Public health, Health care management|
|Keywords:||Baldrige target date, Barriers, Evidence-based practices, Health information technology, Innovation diffusion, Quality improvement|
Copyright in each Dissertation and Thesis is retained by the author. All Rights Reserved
The supplemental file or files you are about to download were provided to ProQuest by the author as part of a
dissertation or thesis. The supplemental files are provided "AS IS" without warranty. ProQuest is not responsible for the
content, format or impact on the supplemental file(s) on our system. in some cases, the file type may be unknown or
may be a .exe file. We recommend caution as you open such files.
Copyright of the original materials contained in the supplemental file is retained by the author and your access to the
supplemental files is subject to the ProQuest Terms and Conditions of use.
Depending on the size of the file(s) you are downloading, the system may take some time to download them. Please be