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- * A study involving four hospitals revealed that implementation success is influenced by factors like senior leadership involvement, alignment with hospital priorities, site leaders' engagement, and professionals' perceptions of the interventions' benefits.
- * The findings suggest that hospital leaders should prioritize stable, supportive leadership, alignment of goals, and buy-in from healthcare professionals when implementing new care redesign interventions.
Redesigning systems to improve teamwork and quality for hospitalized patients (RESET): study protocol evaluating the effect of mentored implementation to redesign clinical microsystems.
BMC Health Serv Res
May 2019
Center for Health Services Research, University of Kentucky College of Medicine, Lexington, KY, USA.
Background: A number of challenges impede our ability to consistently provide high quality care to patients hospitalized with medical conditions. Teams are large, team membership continually evolves, and physicians are often spread across multiple units and floors. Moreover, patients and family members are generally poorly informed and lack opportunities to partner in decision making.
View Article and Find Full Text PDFBackground: Recent publications have drawn attention to interventions to redesign aspects of care delivery for hospitalized medical patients, including localization of physicians to specific units, nurse-physician co-leadership, interdisciplinary rounds (IDR), and access to quality performance data. Use of these interventions across hospitals has not been previously described.
Methods: A cross-sectional survey of internal medicine (IM) residency program directors and hospital medicine group (HMG) leaders in the United States was conducted to characterize use of unit-based interventions on inpatient medical services.
Intentional partnering: a grounded theory study on developing effective partnerships among nurse and physician managers as they co-lead in an evolving healthcare system.
J Adv Nurs
September 2017
CIUSSS Ouest-de-l'Île-de-Montréal, Pointe-Claire, Québec, Canada.
Aim: The aim of this study was to describe the process of how nurse and physician managers in formalized dyads work together to address clinical management issues in the surgical division of one hospital setting.
Background: Nurse and physician managers are uniquely positioned to co-lead and transform healthcare delivery. However, little is known about how this management dyad functions in the healthcare setting.
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