Reflective Team Coaching Model

McLaughlin, C.P., & Kaluzny, A.D. (2006). Continuous Quality Improvement in Health Care, Third Edition, Jones & Bartlett Publishers, Sudbury, MA.

Quality Improvement (QI) is an organizational approach leading to the quality of patient care and patient services through use of specific guidelines, principles, and methods to ensure quality of care for every patient and health care facility throughout the world. Quality outcomes focus on the principles of quality management. These measurements investigate the quality of care, patient outcomes and consumer needs, through being part of the participant group. This quality improvement discussion will review the foundational frameworks of QI and explanation of each framework in detail. Included in this QI report will be

In any continuous quality improvement effort, measurement is the key element (Sollecito, & Johnson, 2013). “Measurement and statistical analysis are used to assess the impact of an improvement effort” (Sollecito & Johnson, 2013). To Measure the impact of the program, the hospital utilized a departmental quality improvement assessment with a scoring matrix for self-assessment (McLaughlin, et. al., 2012). The scoring matrix consisted of five category ratings which each department head had to complete. Univer4sal Charting and Resource Utilization were also used for measurement (McLaughlin, et. al., 2012).

1.11 Create a learning environment in which the diversity of groups and the uniqueness of individuals are recognized and

The mantra “You can’t improve what you don’t measure” — frequently attributed to W. Edwards Deming — has driven the relentless push toward routine assessments of the quality of care as fundamental to systematically improving health system performance. Major efforts, on the part of both public and private payers, to

Hoo, E., Lansky, D., Roski, J., & Simpson, L. (2012). Health plan quality improvement strategy

Esain, A. E., Williams, S. J., Gakhal, S., Caley, L., & Cooke, M. W. (2012). Healthcare quality improvement - policy implications and practicalities. International Journal of Health Care Quality Assurance, 25(7), 565-81. doi:http://dx.doi.org/10.1108/09526

"Continuous Quality Improvement (CQI) is the idea of combining quality improvement initiative of many other multiple disciplines with evidence-based practice to render the best care for patient" (Brooks, 2011). There are six core areas of needs of quality improvements. The needs have to be safe, effective, patient centered, timely, efficient, and equitable. CQI does not only involve the quality of care and outcome of patients, it also involves higher education in nursing, top to bottom campaign of quality and cultural change of the organization, processes and systems of care and the organization continues evaluation and revise processes to be able to meet the needs of patients and stakeholders. The tools necessary in CQI are strategies that

The key issues for quality improvement in the National Health Service (NHS) quality-improvement program as it goes forward is improving health outcomes for patients by collecting and reviewing data, so as to improve business operations in healthcare and also recognize opportunities (McLaughlin, Johnson, & Sollecito, 2011). Besides, NHS also improves other programs such as providing more high quality services to meet customers’ satisfaction and community expectation, creating the necessity of the funds, and striving to be one of the top health care providers in medical industry. Established in 2013, NHS has been achieving many satisfactory results in a short time and step by step satisfying the needs of clients and expanding strengths to

The health care services industry is in very nearly a serious condition of transition with not a single end to be found for a long time to come. Our medical triumphs drive this "condition for change." Advancements in medicinal care, pharmaceuticals and therapeutic innovation, alongside the mass exchange of data, have made a superior human services results for patients who years prior, would have been taking a glance at far different results. While it is difficult to see this improvement and the speed at which we keep on progressing as an issue, the newly created environment we have strived to create has made new

A time in my life in which I had to collaborate in a team rather than doing it alone was in my algebra math class in high​ school. As everyone was being dumbfounded by a problem the teacher posted for us, it was the first time we had seen a circle graphing problem. ​​I was the type of student that others would turn to when they needed help on a problem, or just wanted the answer. Being others beacon of hope when in trouble puts enormous pressure on me, especially when I was just as clueless about this math problem in particular. I took the liberty of leading my table to solving the problem as a group. Using this method was an epiphany to realizing how the best possible work is done when a group cooperates. For instance, one person can detect

When I have to work in a team, I try to reach success with others participants in assigned activities. I do not take the role of leader or follower. I consider myself just another participator, but always thinking about doing everything right and clean. I have always had in mind that teamwork are all those actions and activities that are carried out collectively. In order for there to be an excellent group work, I think is necessary is that the actions are developed collectively. This means that to carry out group work, the existence of an entertainer or coordination is not necessary. The collective performance of an action is sufficient, within the framework of mutual interaction.

The Institute of Medicine (IOM) Committee to Design a Strategy for Quality Review and Assurance in Medicare defines quality of care to be “the degree to which health services for individuals and populations increase the likelihood of desired health outcomes and are consistent with current professional knowledge” (Ransom, Joshi, Nash & Ransom, 2008). Making sure to have current knowledge on healthcare services is crucial to the quality of care provided, and health care professionals are expected to continuously stay updated on the changing trends. The IOM later released six aims for improvement, or also known as the six dimensions of quality, which are safe, effective, efficient, timely, patient-centered, and equitable.

Memorial Hospital of York, defines quality as a never-ending cycle of continuous improvement (parker, 2015). They accomplish this goal by proactively identifying and improving systems causes of medical errors. Some goals of the hospital quality program include; improving the quality and safety of patient-care processes and outcomes and to organize data into useful information, including comparison to an internal and external data source, among other few, (parker, 2015). All employees and departments are expected to be actively involved in the program, the Board of Trustees, Administration, Department Leaders and leaders of the organized

Performance improvement is at the top of the priority list for every organization and is defined differently based on the industry. In healthcare, improving the performance of our quality is one of the most challenging tasks we face. Quality is not measured by one individual’s ability to improve outcomes; it requires additional effort from multiple sources to be effective. As a result, our organization created an ongoing committee whose function is to carry out these improvement effort. For the last seven years, this formal committee has meet monthly to review performance data, identify care gaps, implement improvement projects and monitor their effectiveness. This primary work team is co-chaired by a physician champion and quality specialist and includes six other individuals representing different areas of the