CHAPTER 9: Improving Quality in Health Care Organizations
MULTIPLE CHOICE
1. ____ focuses on how care is provided, delivered, and managed.
a.
Structure
c.
Systems
b.
Process
d.
Outcomes
2. Interventions can be described by the 1) levels of ____ and the 2) scale of the intervention.
a.
organization
b.
care
c.
referrals
d.
complexity
3. AIDET is an acronym that stands for ____.
a.
Acknowledge, Intercept, Donation, Experience, and Trust
b.
Accountability, Intercept, Duration, Experience, and Thank You
c.
Acknowledge, Introduce, Duration, Explanation, and Thank You
d.
Accountability, Introduce, Donation, Explanation, and Trust
4. ____ practice guidelines synthesize evidence from the literature and make recommendations regarding
treatment for specific clinical conditions.
a.
Team
c.
Organizational
b.
Clinical
d.
Group
5. ____ are workforce or human resource practices that have been shown to improve an organization’s
capacity to effectively attract, select, hire, develop, and retain high-performing employees.
a.
High-Performance Work Practices
c.
Magnet Status
b.
Just Culture/Just Safety Culture
d.
Pay-For-Performance
6. Burgeoning medical knowledge and the complexity of healthcare delivery have resulted in increasing
____ in the healthcare workforce.
a.
organization
c.
generalization
b.
professionalism
d.
specialization
7. ____ identification has effectively limited organizational identification (i.e., individuals’ sense of
alignment with the organization).
a.
Professional
c.
Self
b.
Personal
d.
Group
8. ____ comprises the fundamental values, assumptions, and beliefs held in common by members of an
organization.
a.
Strategy
c.
Structure
b.
Culture
d.
Branding
9. ____ is the process of providing a lens through which to interpret a situation.
a.
Structuring
c.
Framing
b.
Defining
d.
Aligning
10. ____ leadership is defined as influencing followers by “broadening and elevating followers’ goals and
providing them with confidence to perform beyond the expectations specified in the implicit or explicit
exchange agreement.”
a.
Transactional
c.
Transformational
b.
Traditional
d.
Innovative
COMPLETION
1. ____________________ pertains to having the necessary resources to provide adequate healthcare.
2. ____________________ is an organized approach to planning and implementing continuous
improvement in performance.
3. ____________________ is the process of comparing an organization’s performance metrics to those of
other “best practice” or peer organizations.
4. ____________________ is a technique that addresses “potential errors created by communication and
decision-making in dynamic environments” such as teams, to improve patient safety.
5. ____ is the critical gateway between the decision to adopt the QI innovation and the routine use of the
QI innovation, or integration of a new idea or practice into the operating system of the organization.
6. Although many QI innovations are designed to improve quality in the long-run, their implementation
often increases the risk of ____ in the short-run while staff become familiar with the new practice.
7. Collaboration problems in the healthcare workforce result largely from the ____, individualistic
culture of medicine, which is deeply rooted in the socialization process for health professionals.
8. A(n) organization’s ____ refers to the shared summary perceptions of targeted employees concerning
the degree to which their use of a particular innovation is rewarded, supported, and expected within the
organization.
9. ____ boards have an important role to play in overseeing QI efforts and patient safety initiatives
because they are the organizational entity legally accountable for quality of care.
10. Important avenues for promoting QI implementation may be missed when ____ and control systems
are not used to appropriately reward implementation efforts.
MATCHING
Match each item with a statement below.
a.
outcome measures of quality
b.
Planetree
c.
quality improvement interventions
d.
Total Quality Management
e.
Business Process Re-engineering
f.
structural measures of quality
g.
Pay-For-Performance
h.
Pebble Project
i.
High-Reliability Organizations
j.
process measures of quality
1. Incorporates a culture and processes to “radically reduce system failures and effectively respond when
failures occur”
2. Reimbursement for healthcare services that is designed to link payment incentives to quality and
performance outcomes
3. Describes efforts to radically review and re-organize existing, or adopt new and innovative, work
processes designed to improve customer value, organizational efficiency, and market competitiveness
4. Developed a model of care that is a “patient-centered, holistic approach to healthcare, promoting
mental, emotional, spiritual, social, and physical healing”
5. Based on aspects of an organization or an individual’s actions that could impact overall quality or
organizational performance
6. Designed to decrease medical errors and enhance patient safety
7. Metrics based on the results of work performed
8. Initiative through the Center for Health Design, which is working with partners to develop facilities
that incorporate “evidence–based design” features demonstrated to reduce errors, improve quality and
efficiency, and improve work experience
9. Indicators of the activities involved in carrying out work in an organization
10. A participative, systematic approach to planning and implementing QI in quality