Submitted by PeterElias on Mon, 03/06/2017 - 06:00
Imagine that you want a boat. You tell someone to build or buy you a boat, and tell them to send you a bill. What would you get? A kayak? A windsurfer? A boat for waterskiing? A sailboat. A party boat? A cruise ship? A submarine? A battleship or destroyer? You probably would not get what you want. Very likely you would end up with something expensive - that you cannot use.
Before you build or buy a boat, you need a defined goal and a process:
Submitted by PeterElias on Sun, 03/08/2015 - 06:00
A professional colleague and I were discussing (bemoaning) how hard it is to do quality primary care. She asked why I bothered to keep pushing for change in the face of so much institutional resistance and evidence that it was pointless. I told her, what we put up with is what we end up with.
In return, I asked her why she didn't push back and demand change if she is so unhappy about the way things are?
Her response: "Well, I watch you, and I can see that it is pointless."
Submitted by PeterElias on Sat, 06/08/2013 - 06:00
Measuring something is not the same as improving it.
Improving something requires thinking of quality as a process rather than a product.
Before we think about how these two principles apply to medicine, let’s consider two approaches to coaching basketball: one using incentives tied to outcome metrics, and one using interventions designed to identify and address process problems.
Submitted by PeterElias on Fri, 01/27/2012 - 06:00
In an organization – as in society – there is an important distinction between faith and religion.
Faith is belief in the organization’s mission, supported and embodied in its values and long term goals. In a successful organization, faith is a common good, co-owned and held by the entire community. Leadership doesn’t own or control faith, but functions as steward and guide, helping the community stay connected with (and by) their shared faith.
Submitted by PeterElias on Wed, 10/12/2011 - 06:00
Meetings are an excellent tool for top-down hierarchies to manage and control information and decision making, but are inherently inimical to broad participation or collaborative processes. Here are eight specific ways in which meetings, when used alone, represent a barrier to collaboration rather than a collaborative tool…