One of the best ways to learn is by learning from others. That is part of the power of the Catalysis Healthcare Value Network. Below Jean Lakin, Administrative Director, Performance Improvement at University of Michigan Health System, shares how her team engages with others to learn.
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It is the start of a new year, which for many people means setting resolutions or goals to work towards in the coming months. We often hear from healthcare leaders that they want to work on improving the culture within their team or their organization. According to the Shingo Model, the foundation of an improvement culture starts with two principles: “Respect Every Individual” and “Lead with Humility.”
These two principles are considered cultural enablers and the first place to start when changing culture. Here are some dos and don’ts to get you started: Continue reading →
As 2020 comes to a close, it is a good time to pause and reflect on the year. Reflection is integral to the learning and personal development process. This important part of the PDSA cycle helps us take stock of what went well and what we can improve on in the future.
At Catalysis, our staff have taken time to share their reflections from working with customers and one another as we pursue our mission to transform healthcare. Continue reading →
This year has been challenging to all of us in many ways. While the organizations within our Catalysis community turned their focus to serving patients during the COVID-19 pandemic, we held true to our purpose of sharing knowledge to help healthcare organizations deliver higher value outcomes for patients, staff, and communities.
As 2020 comes to a close, we thought it would be fitting to reshare the best blog posts of the year: Continue reading →
At the beginning of this year we began an experiment with Catalysis Healthcare Value Network member organization, PeaceHealth, and a handful of other eager healthcare organizations around the idea of creating a learning community. The goal was for PeaceHealth to share about their Safety STOP program and help other healthcare organizations develop one of their own. (We look forward to sharing more specifics soon!)
I believe that learning, sharing, and connecting with others is very powerful for anyone on a continuous improvement journey. I was thrilled about the opportunity to work with this learning community. Here are some of my insights from an inspiring eight-month journey with five amazing organizations. Continue reading →
The famous system thinker theorist Russell Ackoff once wrote: “The more efficient you are at doing the wrong thing, the wronger you become. It is much better to do the right thing wronger than the wrong thing righter. If you do the right thing wrong and correct it, you get better.”
It seems to me today that we do many of the wrong things better and better in healthcare. There have been many remarkable breakthroughs during COVID-19. Patients not waiting in waiting rooms, or at registration desks. Patients being examined in cars before being safely ushered to where they need to be. Virtual visits exploding. Why didn’t this happen before? I contend we have been trying to improve wrong care processes. We continue trying to improve fundamentally flawed care processes. We are stuck in old thinking that is not based on customer value and our challenge is to break out of traditional thinking into the future of healthcare. Continue reading →
The goal of the management system for organizational excellence is to develop people to solve problems and improve performance. An effective management system will also open lines of communication from the CEO to the front-line staff, the front-line staff to the CEO, and every level in-between. As recent events plunged the healthcare system into crisis mode, we witnessed many organizations relying on this management system to help them adapt to rapidly changing conditions. This has prompted numerous organizations to consider implementing a management system.
A management system cannot be built overnight, it takes time and dedication to create a strong and successful system. Through my own work and experience with many healthcare organizations I have noticed some common struggles that organizations face as they develop their own management system. Continue reading →
In Becoming the Change, a new book by John Toussaint, MD, and Kim Barnas, leader behavior is described as a condition in the workplace, saying “ this means that it must be considered as a factor in operations, and therefore, is open to improvement.” Throughout interactions with many healthcare organizations around the world, leaders at Catalysis have found that the use of a personal A3 is a great way for leaders to focus on their own behaviors as a means of supporting and sustaining the organization’s continuous improvement journey.
A personal A3 is not a problem-solving A3, rather it is intended to help leaders focus on their strengths and opportunities and allow them to measure their progress toward personal goals. Here are some things to keep in mind when working on your personal A3. Continue reading →
Making processes and data visual is a powerful way to communicate and give everyone in an organization the ability to see together what is going on so they can make decisions and continuously improve.
During one of our CHVN member sharing sessions, Children’s Mercy Hospital discussed the work they have done to improve OR on-time starts, as well as the work they are doing to ramp back up with elective surgeries after COVID-19. One consistent theme through their presentation was how they made things visual in order to communicate, drive behaviors of accountability and ownership, and create a positive experience for patients and their families. Continue reading →
Safety is an essential focus of healthcare organizations on the journey to organizational excellence. For Hennepin Health in Minnesota, patient and staff safety is a top priority. Consequently, it comes as no surprise that when the COVID-19 pandemic hit they chose to use their problem-solving skills to come up with a creative way to approach PPE use and safety.
At the start of the pandemic, concerns about PPE and risk of exposure was at an unprecedented level. In response to this, Hennepin Health created the PPE Buddy program – to protect their patients by protecting their staff. These buddies, who were staff from areas that were required to shut down (physical therapy, diagnostic imaging, etc.), helped provide extra support for all staff in donning and doffing PPE with COVID-19 positive or rule out patients. So how did they set up this program and make it successful?
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