| |
| |
| Foreword | |
| |
| |
| Preface | |
| |
| |
| Acknowledgments | |
| |
| |
| |
| Quality Management: A Systems Approach | |
| |
| |
| |
| Fundamentals of Quality Management | |
| |
| |
| Why Focus on Management? | |
| |
| |
| What Is Quality? | |
| |
| |
| Creating a Shared Definition of "Quality" | |
| |
| |
| Three Principles of Total Quality | |
| |
| |
| Quality Continuum for Managers | |
| |
| |
| Summary | |
| |
| |
| |
| A Systems Perspective of Quality Management: Characteristics of Complex Systems | |
| |
| |
| Systems Thinking | |
| |
| |
| Dynamic Complexity | |
| |
| |
| Summary | |
| |
| |
| |
| Understanding System Behavior: Systemic Structure | |
| |
| |
| A Systems Metaphor for Organizations | |
| |
| |
| Lessons for Healthcare Managers | |
| |
| |
| Going Below the Waterline | |
| |
| |
| Summary | |
| |
| |
| |
| Visualizing System Relationships: Models for Health Services Managers | |
| |
| |
| Three Core Process Model48 | |
| |
| |
| The Baldrige Performance Excellence Program in Health Care Criteria | |
| |
| |
| Systems Model of Organizational Accidents | |
| |
| |
| Socioecological Framework | |
| |
| |
| Summary | |
| |
| |
| |
| Achieving Quality Results in Complex Systems | |
| |
| |
| |
| Establishing System Direction | |
| |
| |
| Purpose | |
| |
| |
| The Purpose Principle | |
| |
| |
| Vision | |
| |
| |
| Context | |
| |
| |
| Summary | |
| |
| |
| |
| Establishing Improvement Goals in Complex Systems | |
| |
| |
| Relationship Between Goals and Results | |
| |
| |
| Setting Improvement Goals in Complex Systems | |
| |
| |
| Types of Goal Statements | |
| |
| |
| Critiquing Goal Statements | |
| |
| |
| SMART Goals and Complex Systems | |
| |
| |
| Corollaries to Purpose and Goals | |
| |
| |
| Summary | |
| |
| |
| |
| Understanding Customer and Stakeholder Requirements | |
| |
| |
| Patient Requirements | |
| |
| |
| Implications for Managers | |
| |
| |
| Summary | |
| |
| |
| |
| Understanding the Role of Policy in Promoting System Change | |
| |
| |
| Health Policy: An Overview | |
| |
| |
| Public Policy Promoting Systems Change | |
| |
| |
| Private Policy Promoting Systems Change | |
| |
| |
| Lessons for Managers | |
| |
| |
| Summary | |
| |
| |
| |
| Improving Processes and Implementing Improvements | |
| |
| |
| Systematic Critical Thinking in Designing Improvements | |
| |
| |
| Process Improvement Tools | |
| |
| |
| Root Cause Analysis | |
| |
| |
| Prospective Analysis | |
| |
| |
| Implementing Improvements | |
| |
| |
| Summary | |
| |
| |
| |
| Measuring Process and System Performance | |
| |
| |
| Preserve the Context | |
| |
| |
| Bundle and Unbundle Data According to the User's Purpose | |
| |
| |
| Differentiate Types of Measures and Their Uses | |
| |
| |
| Select a Balanced Set of Measures | |
| |
| |
| Analyze Process and System Performance | |
| |
| |
| Performance Management Measures and the Quality Continuum | |
| |
| |
| Summary | |
| |
| |
| |
| Postering Teamwork: Below-the-Waterline Considerations | |
| |
| |
| Team Design | |
| |
| |
| Mental Models Affecting Team Design | |
| |
| |
| Mental Models About Talents and Differences | |
| |
| |
| Mental Models About Improvement or Project Teams | |
| |
| |
| Tools for Effective Teams | |
| |
| |
| Summary | |
| |
| |
| |
| Practice Lab | |
| |
| |
| |
| Reflective Journal | |
| |
| |
| |
| The Manager's Role | |
| |
| |
| |
| Dynamic Complexity | |
| |
| |
| |
| Mental Models | |
| |
| |
| |
| System Relationships | |
| |
| |
| |
| Systems Error Case Study and Analysis | |
| |
| |
| |
| Customer Requirements | |
| |
| |
| |
| Improvement Case Study | |
| |
| |
| |
| Team Guidelines | |
| |
| |
| |
| Generational Differences | |
| |
| |
| |
| Organizational Self-Assessment | |
| |
| |
| |
| Improving a Performance Gap in My Organization | |
| |
| |
| |
| Improving a Performance Gap: A Case Study | |
| |
| |
| Glossary of Terms | |
| |
| |
| References | |
| |
| |
| Index | |
| |
| |
| About the Author | |