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| Figures and Tables | |
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| Preface | |
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| Acknowledgments | |
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| The Author | |
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| Introduction | |
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| Basic Principles of Quality Management | |
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| Drivers of Change | |
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| Learning Objectives | |
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| External Drivers | |
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| Internal Drivers | |
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| Summary | |
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| Key Terms | |
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| Things to Think About | |
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| Improving Patient Safety | |
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| Learning Objectives | |
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| Understanding Quality Measures | |
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| Working with Quality Information | |
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| Measuring Value | |
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| Asking Questions Via Data | |
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| Presenting Results | |
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| Effective Communication Improves Patient Safety | |
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| Summary | |
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| Key Terms | |
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| Things to Think About | |
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| Focus on the Patient | |
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| Learning Objectives | |
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| Effective Communication and Patient-Focused Care | |
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| Handoff Information Transfer | |
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| SBAR | |
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| Barriers to Effective Communication | |
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| Strategies to Reduce Barriers | |
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| Care and Communication Guidelines | |
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| Patient Education | |
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| Near-Miss Reporting | |
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| Chronic Disease Management | |
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| Task Forces | |
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| Patient Rights and Responsibilities | |
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| Compassionate Caring | |
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| Summary | |
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| Key Terms | |
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| Things to Think About | |
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| Understanding Processes, Outcomes, and Costs | |
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| Learning Objectives | |
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| Some Events Should Never Occur | |
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| Leaders' Role in Good Outcomes | |
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| Physicians' Role in Good Outcomes | |
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| Financial Value of Good Outcomes | |
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| Changing the Traditional Culture | |
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| Summary | |
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| Key Terms | |
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| Things to Think About | |
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| Getting Down to Business | |
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| The Value of Prevention | |
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| Learning Objectives | |
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| The Promotion of Prevention | |
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| The Problems with Prevention | |
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| The Patient's Role | |
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| Prevention Measures | |
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| Regulatory Groups' Role in Prevention | |
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| Data's Role in Promoting Prevention | |
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| Management of Chronic Conditions | |
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| Prevention in Ambulatory Care | |
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| Proactive Prevention in the Hospital | |
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| National Patient Safety Goals | |
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| Technology and Prevention | |
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| Summary | |
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| Key Terms | |
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| Things to Think About | |
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| The Cost of Sentinel Events | |
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| Learning Objectives | |
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| Changing the Incident Analysis Framework | |
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| The Value of Root Cause Analysis | |
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| Monitoring Behavioral Health | |
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| Eliminating Never Events | |
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| Improving Error Reports | |
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| Quality Management's Role in Controlling Adverse Events | |
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| The Traditional Hierarchy Leads to Errors | |
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| The Economics of Malpractice | |
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| Summary | |
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| Key Terms | |
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| Things to Think About | |
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| Managing Expenses in a High-Risk Environment | |
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| Learning Objectives | |
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| Improving Cost in the ICU | |
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| Match the Resources to the Patient | |
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| End-of-Life Care | |
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| Sustaining Change | |
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| Improving Operating Room Efficiency | |
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| Improving Oversight | |
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| Managing Throughput | |
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| Summary | |
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| Key Terms | |
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| Things to Think About | |
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| Improving Communication and Establishing Trust | |
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| Learning Objectives | |
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| Developing Trust | |
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| The Role of Quality Management in Increasing Trust | |
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| Transparency, Tracers, and Trust | |
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| Establishing a Common Language | |
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| Sustaining Change | |
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| Monitoring Care | |
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| Assessing Competency | |
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| The Role of Regulatory Requirements in Ensuring Competency | |
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| Medical Staff Credentialing | |
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| Objectifying Competency | |
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| Staffing Effectiveness | |
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| Promoting Competency | |
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| Summary | |
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| Key Terms | |
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| Things to Think About | |
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| Promoting a Safe Environment of Care | |
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| Learning Objectives | |
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| Communication Across Disciplines | |
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| Working Together to Identify and Solve Problems | |
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| Improving Processes | |
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| Monitoring Safety | |
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| Ensuring Accountability | |
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| Maintaining a Safe Environment | |
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| Establishing Oversight | |
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| Communicating About Safety | |
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| Assessing and Improving the Environment | |
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| Summary | |
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| Key Terms | |
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| Things to Think About | |
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| Conclusion | |
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| References | |
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| Useful Web Sites | |
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| Index | |