Janet E Anderson1, Glenn Robert1, Francisco Nunes2, Roland Bal3, Susan Burnett4, Anette Karltun5, Johan Sanne6, Karina Aase7, Siri Wiig7, Naomi J Fulop8. 1. Florence Nightingale Faculty of Nursing, Midwifery and Palliative Care, King's College London, James Clerk Maxwell Building, 57 Waterloo Road, London, UK. 2. Department of Human Resources and Organizational Behavior, ISCTE-IUL, Lisbon, Portugal. 3. Erasmus School of Health Policy and Management, Erasmus University Rotterdam, Netherlands. 4. Honorary Research Fellow, Faculty of Medicine, Department of Surgery & Cancer, Imperial College, UK. 5. Department of Industrial Engineering and Management, Jönköping University Sweden and The Jönköping Academy for Improvement of Healthcare and Welfare, Sweden. 6. IVL Swedish Environmental Research Institute, Sweden. 7. SHARE-Centre for Resilience in Healthcare, Faculty of Health Sciences, University of Stavanger, Norway. 8. Department of Applied Health Research, University College London, UK.
Abstract
OBJECTIVE: The aim was to translate the findings of the QUASER study into a reflective, dialogic guide to help senior hospital leaders develop an organization wide QI strategy. DESIGN: The QUASER study involved in depth ethnographic research into QI work and practices in two hospitals in each of five European countries. Three translational stakeholder workshops were held to review research findings and advise on the design of the Guide. An extended iterative process involving researchers from each participant country was then used to populate the Guide. SETTING: The research was carried out in two hospitals in each of five European countries. PARTICIPANTS: In total, 389 interviews with healthcare practitioners and 803 hours of observations. INTERVENTION: None. MAIN OUTCOME MEASURE: None. RESULTS: The QUASER Hospital Guide was designed for leadership teams to diagnose their organization's strengths and weaknesses in the eight QI challenges. The Guide supports organizational dialogue about QI challenges, enables leaders to share perspectives, and helps teams to develop solutions to their situated problems. The Guide includes extensive examples of QI strategies drawn from the data and is published online and on paper. CONCLUSIONS: The QUASER Hospital Guide is empirically based, draws on a dialogical approach to Organizational Development and complexity science and can facilitate hospital leadership teams to identify the best solutions for their organization.
OBJECTIVE: The aim was to translate the findings of the QUASER study into a reflective, dialogic guide to help senior hospital leaders develop an organization wide QI strategy. DESIGN: The QUASER study involved in depth ethnographic research into QI work and practices in two hospitals in each of five European countries. Three translational stakeholder workshops were held to review research findings and advise on the design of the Guide. An extended iterative process involving researchers from each participant country was then used to populate the Guide. SETTING: The research was carried out in two hospitals in each of five European countries. PARTICIPANTS: In total, 389 interviews with healthcare practitioners and 803 hours of observations. INTERVENTION: None. MAIN OUTCOME MEASURE: None. RESULTS: The QUASER Hospital Guide was designed for leadership teams to diagnose their organization's strengths and weaknesses in the eight QI challenges. The Guide supports organizational dialogue about QI challenges, enables leaders to share perspectives, and helps teams to develop solutions to their situated problems. The Guide includes extensive examples of QI strategies drawn from the data and is published online and on paper. CONCLUSIONS: The QUASER Hospital Guide is empirically based, draws on a dialogical approach to Organizational Development and complexity science and can facilitate hospital leadership teams to identify the best solutions for their organization.
Authors: Francisco G Nunes; Glenn Robert; Anne Marie Weggelaar-Jansen; Siri Wiig; Karina Aase; Anette Karltun; Naomi J Fulop Journal: BMC Health Serv Res Date: 2020-07-16 Impact factor: 2.655
Authors: Simon Turner; Charlotte A Sharp; Jessica Sheringham; Shaun Leamon; Naomi J Fulop Journal: BMC Health Serv Res Date: 2019-12-27 Impact factor: 2.655