2 More Es: Endure & Embed

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Из курса от партнера Johns Hopkins University

Taking Safety and Quality Improvement Work to the Next Level (Patient Safety VII)

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Johns Hopkins University

Taking Safety and Quality Improvement Work to the Next Level (Patient Safety VII)

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Курс 7 из 7 — Specialization Patient Safety

In this culminating course in the Patient Safety and Quality Improvement Specialization, you will apply the skills you have acquired across the previous six courses to address a realistic patient safety issue confronting Mercy Grace, a 500-bed urban hospital that is part of a larger hospital system. Based on the scenario provided, you will assess the situation and work through the problem using a variety of tools and strategies. You will have the opportunity to identify defects, root causes, and potential mitigation strategies; you will create a project implementation plan for addressing the issue in the form of an A3; you will identify risks of project failure and design a change management plan; you will identify means of converting the project from local to system-wide; and you will identify quality and safety measurements that will be used in evaluating the success of the project’s implementation.

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Embedding and Expanding the Project

In this module, your focus will turn to embedding and expanding your project across additional units. You will review content on change management, sustainability, and the process of embedding and expanding your interventions. Finally, you will expand your work from Module 2 to create a first draft of a full, formal A3.

Module 4 Introduction0:54

Change Management Introduction11:34

2 More Es: Endure & Embed6:45

A Model for Sustainability5:06

Two More Es: Expand7:07

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David Schwartz
Instructional Design Technology Manager
Armstrong Institute for Patient Safety and Quality

[MUSIC]

Now lets focus on Two More E's, specifically, Endure and Embed.

If you remember our implementation framework, we are suggesting that

within front line staff, team leaders, and senior executives,

you need to separately ask what can lead to endurance of the program,

among the front line staff, among the team leaders,and among the senior executives.

Those may turn out to be different things, because of people's desires or

because of what they need to, their expectations within their organization,

what is expected of them and so has this become business as usual?

That might be a different question for a senior executive than it is for

a front line staff person.

And how do I know that it's going to last after the end of the program?

Well, the team leaders will have some different answers to

that question than the people who are on the front line.

In general, you want to make sure that you have policies and procedures,

you're training new people, you are walking the process reasonably often in

order to make sure that everything is still going as it did at its peak.

And then, in the area of Expand, again, for each one of those three audiences you

want to think about what else needs to be done here.

Where else do we need to move this program?

Who else needs to know about what we've done here and

who else needs to implement what we've done here.

And then, is there something else we should be working on?

What is the next challenge, and how do we address it?

That's your Expand.

So looking closer at enduring and planning for sustainability,

you might say to yourself, well why would I worry about the distant future?

And I think that the answer to that is that you can anticipate that there's

going to be some turnover, that there will be some new staff coming in, there will be

new projects, there will be distractions from what you're trying to do.

There will be complacency as well.

We've done such a good job with bloodstream infection reduction,

that we really don't need to keep working on it.

Or it will just naturally roll out from here and

we'll be preventing infections without even trying.

And so good results do lead to this complacency a little bit and so

you need to watch out for that.

And then, of course, there will be these emergencies or complex cases and

somebody will say, well we have to make an exception.

Well the more exceptions that are made, the less you actually have a reliable and

sustained process.

And so you want to watch out for those as well.

So planning for sustainability is really important.

So it's important to consider whether your implementation and

your sustainability of your intervention are the same thing.

Many people will think of sustainability as unfolding naturally,

as part of an implementation.

We kind of make an assumption that if we implement it, well,

then it will last over time but in fact,it's more helpful to

think of implementation as separate from sustainability.

And that creates an opportunity from our focus on how to

continue the intervention in long run.

So if we start to think about implementation versus sustainability,

then it becomes possible for us to think about the fact that.

You could be good at implementing and not good at sustaining.

In fact, that's pretty common or, you could be good at sustaining and

not particularly good at implementation in the first place.

And this is partly to do the hierarchy, or the culture of the organization.

An organization that's very hierarchical tends to really be reliable and

has great sustainment of the things that they have done or

taken up, but they may not be that open to taking up new things.

On the other hand, we often see organizations that are very open to

new ideas and new implementations having trouble sustaining over the long run

because there's always a new idea coming down the pike.

And so even though you will expect yourself, of course,

to be in the high implementor, high sustainer category,

what we see is in fact that there are very few that,

relative to the entire data pool, that will end up in that coveted category.

And there will be those who will end up in these other quadrants of this graphic,

including low sustainers, who were low implementers in the first place.

Some high sustainers who are low implementers.

And so they are holding onto a couple of pieces maybe of the overall intervention.

And they're holding on to those really well, but maybe they didn't do a great job

implementing the whole package from the beginning.

And then of course we'll have those who did a good job with

the initial implementation but are having troubles continuing to sustain,

in fact that may be the most common category that we will see.

So some previous work that we've done on sustainability and quality improvement.

This is an unpublished data source that I worked on back in the early 2000s.

We did 65 interviews with 41 different

sites that were participating in the Chronic Illness Care Collaboratives.

And these were some inpatient sites and some primary care sites.

What we found at a year was that 34 of those sites, or

83% were sustaining the whole change process and

that includes both the process to bring about change, meaning the PDSA cycles,

and also sustaining the improvements that they had been able to implement.

24 of those sites were even in fact,

continually expanding the implementation of the chronic care model.

10 of the sites though, were maintaining the gains or

the main changes that they had made, but they really weren't doing further change.

And then finally, 6 of the sites had completely discontinued the change effort.

And so I think this is something that you can commonly see across quality

improvement or other process changes is that there are pressures that lead to

the discontinuation even of things that were successful and

positive when they were in implementation phase.

So that's something for you to watch out for and

to think about with whatever improvement you're trying to undertake.

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