The History of Quality: From an Eye for an Eye, Through Love, and Towards a Multidimensional Concept for Patients, Kin, and Professionals

Vanhaecht, Kris; Ridder, Dirk De; Seys, Deborah; Brouwers, Jonas; Claessens, Fien; Wilder, Astrid Van; Panella, Massimiliano; Batalden, Paul B.; Lachman, Peter

doi:10.1016/j.euf.2021.09.001

Cited by 12 publications

(14 citation statements)

References 6 publications

(7 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Lean thinking and six sigma have their origins in manufacturing industry, where they have become the modus operandi for organisations chasing a defect-free quality process while also aiming to achieve customer satisfaction [ 7 – 9 ]. On the other hand, models for improvement and co-design methods have been developed specifically for healthcare systems [ 2 , 10 , 11 ].…”

Section: Introductionmentioning

confidence: 99%

What makes an effective Quality Improvement Manager? A qualitative study in the New Zealand Health System

Akmal

Podgorodnichenko

Stokes

et al. 2022

BMC Health Serv Res

View full text Add to dashboard Cite

Purpose Quality improvement is an international priority, and health organisations invest heavily in this endeavour. Little, however, is known of the role and perspectives of Quality Improvement Managers who are responsible for quality improvement implementation. We explored the quality improvement managers’ accounts of what competencies and qualities they require to achieve day-to-day and long-term quality improvement objectives. Design Qualitative exploratory design using an interpretivist approach with semi-structured interviews analysed thematically. Setting and participants. Interviews were conducted with 56 quality improvement managers from 15 (out of 20) New Zealand District Health Boards. Participants were divided into two groups: traditional and clinical quality improvement managers. The former group consisted of those with formal quality improvement education—typically operations managers or process engineers. The latter group was represented by clinical staff—physicians and nurses—who received on-the-job training. Results Three themes were identified: quality improvement expertise, leadership competencies and interpersonal competencies. Effective quality improvement managers require quality improvement experience and expertise in healthcare environments. They require leadership competencies including sense-giving, taking a long-term view and systems thinking. They also require interpersonal competencies including approachability, trustworthiness and supportiveness. Traditional and clinical quality improvement managers attributed different value to these characteristics with traditional quality improvement managers emphasising leadership competencies and interpersonal skills more than clinical quality improvement managers. Conclusions We differentiate between traditional and clinical quality improvement managers, and suggest how both groups can be better prepared to be effective in their roles. Both groups require a comprehensive socialisation and training process designed to meet specific learning needs.

show abstract

Section: Introductionmentioning

confidence: 99%

What makes an effective Quality Improvement Manager? A qualitative study in the New Zealand Health System

Akmal

Podgorodnichenko

Stokes

et al. 2022

BMC Health Serv Res

View full text Add to dashboard Cite

show abstract

“…The definition could provide a common basis for training and research. We believe that the future focus of the SV concept should be on quality of care, patient safety, person centeredness and human resource management as this is also the updated vision in a new multidimensional quality model [ 33 ] and consistent with the evolving history of quality [ 25 ]. This update emphasizes that professionals, patients and kin have an active involvement in quality of care.…”

Section: Discussionmentioning

confidence: 99%

“…To facilitate the discussion and development of an evidence- and consensus-based definition, A dedicated ERNST working group was launched (WG2). The working group was led by two researchers (KV and MP) with experience of the topic [ 4 , 15 , 16 , 17 , 18 , 19 , 20 , 21 , 22 , 23 , 24 , 25 , 26 , 27 , 28 , 29 , 30 ].…”

Section: Methodsmentioning

confidence: 99%

An Evidence and Consensus-Based Definition of Second Victim: A Strategic Topic in Healthcare Quality, Patient Safety, Person-Centeredness and Human Resource Management

Vanhaecht

Seys

Russotto

et al. 2022

IJERPH

Self Cite

View full text Add to dashboard Cite

The concept of second victims (SV) was introduced 20 years ago to draw attention to healthcare professionals involved in patient safety incidents. The objective of this paper is to advance the theoretical conceptualization and to develop a common definition. A literature search was performed in Medline, EMBASE and CINAHL (October 2010 to November 2020). The description of SV was extracted regarding three concepts: (1) involved persons, (2) content of action and (3) impact. Based on these concepts, a definition was proposed and discussed within the ERNST-COST consortium in 2021 and 2022. An international group of experts finalized the definition. In total, 83 publications were reviewed. Based on expert consensus, a second victim was defined as: “Any health care worker, directly or indirectly involved in an unanticipated adverse patient event, unintentional healthcare error, or patient injury and who becomes victimized in the sense that they are also negatively impacted”. The proposed definition can be used to help to reduce the impact of incidents on both healthcare professionals and organizations, thereby indirectly improve healthcare quality, patient safety, person-centeredness and human resource management.

show abstract

“…We obtained accreditation labels, established care pathways and quality indicators were reported publicly. 2 Today we see that healthcare and quality thinking is constantly evolving in response to the ever-changing systems environment and newly posed challenges. The world has become more complex, patients and staff are raising the bar… and just as well "quality management" is asking more attention from clinicians, policy makers and academics.…”

mentioning

confidence: 99%

“…In recent years, the focus has been on safety and efficiency. We obtained accreditation labels, established care pathways and quality indicators were reported publicly 2…”

mentioning

confidence: 99%

Message to junior and less junior clinicians: let the core values of care guide your leadership!

Vanhaecht

2023

leader

Self Cite

View full text Add to dashboard Cite

Recently, I experienced what care is all about. I became a patient and noticed that my field of expertise, quality of care and patient safety, is not that easy in daily practice. In this Leadership in the Mirror, I reflect on my own experience and describe how four core values of care can hopefully guide the leadership of junior and less junior clinicians. The essay is adapted from the commencement speech I gave in June 2022 at the Faculty of Medicine at KU Leuven University and introduces a new quality framework that highlights the progressions of healthcare towards personalisation of care, with a focus on the whole person as an individual, rather than a restricted view on the patient’s disease.

show abstract

The History of Quality: From an Eye for an Eye, Through Love, and Towards a Multidimensional Concept for Patients, Kin, and Professionals

Cited by 12 publications

References 6 publications

What makes an effective Quality Improvement Manager? A qualitative study in the New Zealand Health System

What makes an effective Quality Improvement Manager? A qualitative study in the New Zealand Health System

An Evidence and Consensus-Based Definition of Second Victim: A Strategic Topic in Healthcare Quality, Patient Safety, Person-Centeredness and Human Resource Management

Message to junior and less junior clinicians: let the core values of care guide your leadership!

Contact Info

Product

Resources

About