Kaiser Permanente's Performance Improvement System, Part 4: Creating a Learning Organization.
Background: In 2006, recognizing variations in performance in quality, safety, service, and efficiency, Kaiser Permanente leaders initiated the development of a performance improvement (PI) system. Kaiser Permanente has implemented a strategy for creating the systemic capacity for continuous improve...
| Publicado en: | Joint Commission Journal on Quality & Patient Safety Vol. 37; no. 12; pp. 532 - 554 |
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| Autores principales: | , , , , , |
| Formato: | tables/charts Journal Article |
| Publicado: |
Elsevier B.V.
2011 Dec
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ccm&AN=108206434&site=ehost-live header: @attributes: shortDbName: ccm uiTerm: 108206434 longDbName: CINAHL Complete uiTag: AN controlInfo: bkinfo: dissinfo: jinfo: jid: 15537250 17W5 jtl: Joint Commission Journal on Quality & Patient Safety issn: 15537250 maglogo: N pubinfo: dt: 2011 Dec vid: 37 iid: 12 pid: 82545 pub: Elsevier B.V. place: Philadelphia, Pennsylvania artinfo: ui: 108206434 108206434 2011383588 NLM22235538 108206434 ppf: 532 ppct: 22 formats: tig: atl: Kaiser Permanente's Performance Improvement System, Part 4: Creating a Learning Organization. aug: au: Schilling, Lisa Dearing, James W. Staley, Paul Harvey, Patti Fahey, Linda Kuruppu, Francesca affil: Vice President, National Health Care Performance Improvement and Execution Strategy, Kaiser Foundation Health Plan, Inc., Oakland, California; and a member of The Joint Commission Journal on Quality and Patient Safetys Editorial Advisory Board. sug: subj: Quality Improvement Quality Management, Organizational Administrative Personnel Benchmarking Collaboration Health Maintenance Organizations Information Management Intranet Knowledge Labor Unions Leadership Organizational Culture Organizations, Nonprofit Performance Measurement Systems Physicians Problem Solving Staff Development Workforce ab: Background: In 2006, recognizing variations in performance in quality, safety, service, and efficiency, Kaiser Permanente leaders initiated the development of a performance improvement (PI) system. Kaiser Permanente has implemented a strategy for creating the systemic capacity for continuous improvement that characterizes a learning organization. Six 'building blocks' were identified to enable Kaiser Permanente to make the transition to becoming a learning organization: real-time sharing of meaningful performance data; formal training in problem-solving methodology; workforce engagement and informal knowledge sharing; leadership structures, beliefs, and behaviors; internal and external benchmarking; and technical knowledge sharing. Putting each building block into place required multiple complex strategies combining top-down and bottom-up approaches. Successes and Challenges: Although the strategies have largely been successful, challenges remain. The demand for real-time meaningful performance data can conflict with prioritized changes to health information systems. It is an ongoing challenge to teach PI, change management, innovation, and project management to all managers and staff without consuming too much training time. Challenges with workforce engagement include low initial use of tools intended to disseminate information through virtual social networking. Uptake of knowledge-sharing technologies is still primarily by innovators and early adopters. Leaders adopt new behaviors at varying speeds and have a range of abilities to foster an environment that is psychologically safe and stimulates inquiry. Conclusions: A learning organization has the capability to improve, and it develops structures and processes that facilitate the acquisition and sharing of knowledge. pubtype: Academic Journal doctype: tables/charts Journal Article ougenre: Article language: English refInfo: holdings: @attributes: islocal: N |
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