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Engineering Quality through Organization Change: A Study of Patient Care Initiatives by Teams
Journal article   Peer reviewed

Engineering Quality through Organization Change: A Study of Patient Care Initiatives by Teams

James T. Ziegenfuss, Robert F. Munzenrider, Kathleen Fisher, Suzanne Noll, Linda Kinney Poss and Joan Lartin-Drake
American journal of medical quality, v 13(1), pp 44-51
Mar 1998
DOI: https://doi.org/10.1177/106286069801300106
PMID: 9509593

Abstract

This report presents a summary and analysis of the continuous quality improvement and organizational change and redesign initiatives undertaken by the unit and service boards organized under the auspices of the HORIZONS Project. Board initiatives were identified and summarized by staff through interviews with the chair- persons and representatives of the boards and review of records. Forty-nine projects from the three pilot units were identified. Each project was classified according to outcome—positive, negative, mixed, and unknown. Sixty percent of initiatives had positive outcomes, and only three initiatives (6%) were negative. Case characteris tics were summarized according to board identification, problem, outcome indicators, data baseline, proposed and selected solutions, implementation strategy, moni toring plan, results, change issues, and lessons learned. The study concludes that the board initiatives embody the HORIZONS Projects approach to improving patient care and improving quality of working life for staff and doing so in a budget-neutral manner. The HORIZONS boards process has moved the organization toward more open, collaborative forms of decision making than hith erto practiced.

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