Hospital Quality Management Effectiveness Self Assessment

This self administered assessment poses statements regarding specific attributes that I have determined to be critical quality markers. It is designed to help you move beyond a "gut feel" to see how your organization stacks up against a variety of critical dimensions of quality. Hopefully you will learn something that challenges your assumptions about what it will take for your organization to establish a true environment of quality and patient safety.

For each of the following statements, score yourself as follows based on your reaction to the statement:

4 points: Strongly Agree 3 Points: Agree 2 Points: Disagree 1 point: Strongly Disagree.

After recording your reaction to all 15 statements, add up your total and refer to the evaluation at the bottom of the form.

______ The ability to provide demonstrably high quality patient care is a key element of our Strategic Plan.

______ We have a strong imperative for quality improvement in our organization, driven by our Executive Leadership.

______ We have effectively defined what constitutes quality, and have developed a robust set of objective measures to monitor it on a routine periodic basis.

______ We have an aggressive set of quality performance goals.

______ Our quality measures include consideration of care processes, outcomes and resource utilization.

______ We periodically benchmark our quality performance against other organizations and find that our performance is similar to Top Performers.

______ With regard to Joint Commission accreditation, we are survery ready every day.

______ We routinely provide quality performance information to our Board, our employees and Physicians, and to the community.

______ Our employees and physicians believe we have effective and efficient clinical care processes.

______ Our care processes are based on current medical best practice evidence

______ Our We have the organizational skill and capacity to develop and implement effective quality performance improvement initiatives.

______ Our approach to quality assurance incorporates concurrent intervention techniques.

______ We have tools and technologies that enhance our caregivers' ability to provide quality care at the point of care.

______ We have a culture of safety that is understood and embraced by all employees.

______ Our Physicians understand and are aligned with our Quality Management strategy.

_______ TOTAL SCORE

54 - 60 Top Performer. Your organization understands the core elements of Quality Management and is well positioned to remain a leading quality provider in your market. Quality is inherent in your culture and you are continuously improving your performance. What to do next? Consider developing a Quality Innovation or Accelerated Quality Implementation program to infuse a fresh new level of effectiveness into your quality management organization.

48 - 54 Aspiring Performer. You are a solid quality provider, but the competition is not far behind. What to do next? Assess how your organization rates against each of the five Critical Quality Markers to clearly define your organizations strengths and weaknesses, and develop your Blueprint for Strategic Quality Management Success.

Challenged Performer. While you recognize that quality is important, your organization's culture, processes and infrastructure do not support effective quality management. Quality performance is mixed, and significant improvements are elusive. What to do next? Consider developing a comprehensive Quality Management Strategy to create a tailored program that will transform your organization's quality and patient safety culture and capabilities.

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Management Styles For Effectiveness - Dissonance Versus Harmony

You would think from the title that I am discussing music theory but you would be wrong. I'm talking about management theory and creating an environment that is dysfunctional (dissonant) or calmly purposeful (harmonious).

Management styles vary from the red faced, vein-popping screamer who makes work so unpleasant that staffers are constantly seeking other employment to the doormat who tries to placate everyone while letting them get away with murder and who no one respects. In between those two dissonant extremes with harmony in the middle, there is the bully, the liar, the consensus builder, a few charismatic, natural leaders, the mother or father figure who nurtures everyone, and the appeaser. Complicating the issue it the fact that everyone has competing business and personal agendas that impact how managers manage and how those managed react to their managers. So how does a company move forward when, even in the best of situations, working together is difficult and stressful?

Creating a harmonious environment de-stresses and focuses the company. A critical factor towards creating harmony is having and communicating a clear, honest understanding of the big picture goals the company (or team / department / etc.) is striving towards. Those goals should be consistent with the mission, vision, and values of the company. If everyone, from the CEO to the night watchman understands those big picture goals and their part in achieving them then it becomes much easier to create and execute the strategies and tactics necessary to achieve them without screaming or quietly accepting sub par efforts.

When managers scream or appease they usually lack confidence. They have few resources to explain, build consensus, or create teamwork because they often don't really know what is expected of them or, if they do, how to attain it so they fall back on their easy personality disorders and create dissonance instead of the harmony that results when everyone is playing in tune. Look at your big picture goals and see if everyone clearly understands them then raise your baton and play beautiful music together.

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