Creating a Quality-Improvement Dialogue

Utilizing Knowledge From Frontline Staff, Managers, and Experts to Foster Health Care Quality Improvement

Datos Bibliográficos

ID4645845
AutoresLouise E Parker (VA Center for Mental Health Care and Outcomes Research, North Little Rock, Arkansas, USA), Joann E Kirchner (0000-0002-2090-4248, VA South Central Mental Illness Research, Education, and Clinical Center, North Little Rock, Arkansas, USA), Laura M Bonner (0000-0001-7020-4170, VA Puget Sound Health Care System, Seattle, Washington, USA), Jacqueline J Fickel (VA HSR&D Center of Excellence for the Study of Health Care Provider Behavior, Sepulveda, California, USA), Mona J Ritchie (0000-0001-9522-8275, VA Mental Health Quality Enhancement Research Initiative Coordinating Center, North Little Rock, Arkansas, USA), Carol E Simons (VA Puget Sound Health Care System, Seattle, Washington, USA), Carol Simons (0000-0002-2400-575X, VA Puget Sound Health Care System), Elizabeth M Yano (0000-0002-9385-0025, VA HSR&D Center of Excellence for the Study of Health Care Provider Behavior, Sepulveda, California, USA)
Año2009
Volumen19
Número2
Páginas229-242
Fecha de publicación2009-02-01
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaQualitative Health Research (JOURNAL)
Identificadores de la revistaISSN: 1049-7323 • E-ISSN: 1552-7557
EditorialSAGE Publications Inc (PUBLISHER)
DOI10.1177/1049732308329481
PMID19092141
OpenAlexW2171973830
IdiomaEN
Citas recibidas11
Referencias citadas27

There is a growing consensus that a hybrid of two common approaches to quality improvement (QI), local participatory QI and expert QI, might be the best method for achieving quality care. Achieving such a hybrid requires that content experts establish an ongoing dialogue with both frontline staff members and managers. In this study we examined frontline staff members' and managers' preferences regarding how to conduct such a dialogue, and we provide practical suggestions for implementation. The two groups shared a number of preferences (e.g., verbal face-to-face exchanges, discussions focused on quality of care). There were also some differences. For example, although managers were interested in discussions of business aspects (e.g., costs), frontline staff members were concerned with workload issues. Finally, although informants acknowledged that engaging in a QI dialogue was time consuming, they also believed it was essential if health care organizations are to improve the quality of care they provide

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