tailieunhanh - báo cáo khoa học: " Applying the quality improvement collaborative method to process redesign: a multiple case study"

Tuyển tập báo cáo các nghiên cứu khoa học quốc tế ngành y học dành cho các bạn tham khảo đề tài: Applying the quality improvement collaborative method to process redesign: a multiple case study | Vos et al. Implementation Science 2010 5 19 http content 5 1 19 Implementation Science IMPLEMENTATION SCIENCE RESEARCH ARTICLE Open Access Applying the quality improvement collaborative method to process redesign a multiple case study Leti Vos1 Michel LA Duckers2 Cordula Wagner1 3 Godefridus G van Merode4 Abstract Background Despite the widespread use of quality improvement collaboratives QICs evidence underlying this method is limited. A QIC is a method for testing and implementing evidence-based changes quickly across organisations. To extend the knowledge about conditions under which QICs can be used we explored in this study the applicability of the QIC method for process redesign. Methods We evaluated a Dutch process redesign collaborative of seventeen project teams using a multiple case study design. The goals of this collaborative were to reduce the time between the first visit to the outpatient s clinic and the start of treatment and to reduce the in-hospital length of stay by 30 for involved patient groups. Data were gathered using qualitative methods such as document analysis questionnaires semi-structured interviews and participation in collaborative meetings. Results Application of the QIC method to process redesign proved to be difficult. First project teams did not use the provided standard change ideas because of their need for customised solutions that fitted with contextspecific causes of waiting times and delays. Second project teams were not capable of testing change ideas within short time frames due to the need for tailoring changes ideas and the complexity of aligning interests of involved departments small volumes of involved patient groups and inadequate information and communication technology ICT support. Third project teams did not experience peer stimulus because they saw few similarities between their projects rarely shared experiences and did not demonstrate competitive behaviour. Besides a number of .