Quality improvement in a hospital should be conducted from the management down to the staff. Moreover, the management should understand change in the hospital environment and use effective tools for engineering change. This paper will discuss provide a brief synopsis relating to quality improvement in the hospital and a reaction to the contents of the articles. The paper will also discuss about receptions, creating a good first impression, and the improvement of patient drug compliance. Lastly, the paper will summarize the critique of the articles and their impact on the perception towards patient-physician moments.
In section I of the article, understanding change in the hospital atmosphere is discussed using strategies significant in improving the system. Four core aspects are discussed; awareness, workplace culture, evidence, and experience and separately explains each concept (Grennan, M2013). The significance of awareness is seen as the hospital administration should benchmark and contrast themselves against other institutions in terms of performance and possible emulate the required techniques. In regard to experience, the hospital should be in apposition to learn from the mistakes of others and adapt to the success of others. In relation to evidence, the hospital should decide on changes to be made based on reliable evidence (Montgomery et al., 2018). Lastly, workplace culture entails attaching pride to effectively balance performance and success.
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Section II is concerned with the multidisciplinary teams in the hospital with features such as consensus seeking, safe, and an inclusive nature. Here, three types of team members are discussed; team leaders, team facilitators, and process owners (Grennan, M2013). Team leaders schedule and chair meetings and directly report to the hospital’s management. Team facilitators, on the other hand, own the process of the team, assist the team leader, and provide technical expertise regarding QI tools and theory. Process owners help implement the process and are chosen for important knowledge. The team ground rules were created to ensure that equality between team members and equality and free speaking between the members.
Section III is concerned with the tools for engineering change and the two dynamic levels vital in impacting performance; process and personnel, are discussed. Process is defined as all concepts that affect relevant aspects in patient care including clinical decisions, admission intake, and direct patient care (Grennan, M2013). The personnel are described as people who come in physical contact with patients or a relevant process within the system.
I totally agree with the contents of the articles regarding quality improvements in hospitals. I agree that understanding change in the hospital atmosphere is vital in improving the services of the hospital as the management would be more aware of what effective change entails. I think that multidisciplinary teams can be effective in effectively changing and running the hospital to quality standards (Montgomery et al., 2018). To add on that, multidisciplinary teams are also effective in conducting reliable decision making regarding changes in the hospital.
I learnt that reception areas should be secured using available technologies like surveillance cameras and access controls. The receptions should also be bugler proof and should support history recording of the alarm in case one violates security zones (Montgomery et al., 2018). All these aspects make a quality and reliable reception that can manage and monitor patients. Moreover, reception areas should be created in such a way that they can create a good first impression to patients hence creating conducive environment for their general well-being.
In regard to improving patient drug compliance, the articles are concerned with patient compliance, cognitive aspects, and psychiatric instructions (Grennan, M2013). Failure of the patient to observe any of the aspects will most likely result to Adverse Drug Events (ADE).
The chapters and articles positively changed my thoughts about “Don’t Keep Patient waiting”, and identifying problem areas. This is because the articles are mainly concerned with improving the quality and time of service in the various sectors of the hospital from reception to customer satisfaction. Moreover, the articles also focus on identifying problem areas and coming up with reliable solutions that can be used to eliminate the problems.
Conclusion
Quality improvement in the hospital is implemented from the managerial level to staff that can employ team work and effectively make quality changes in hospitals. Tools for engineering change include the process and personnel who have significant impacts on the hospital’s performance. The articles impacted my thoughts on patient-physician relationship in the sense the event when a team of physicians identifies a performance gap in patient population (Grennan, 2013). The team can design changes in process and improve its standardization hence raising the quality of care and improve the quality of their service. My thoughts on turning negative moments into positives have also been impacted in the sense that improving the satisfaction of patients is about improving the systems and not just about smiling to the patients.
References
Grennan, M. J., Jr. (2013). Quality improvement and patient safety in the age of reform: preconditions for success. Physician Executive, (4), 28.
Montgomery, A., Riley, T., Tranter, S., Manning, V., & Fernandez, R. S. (2018). Effect of an evidence based quality improvement framework on patient safety. Australian Journal of Advanced Nursing, The, (4), 6.
