Concurrent Sessions
Tuesday, September 15, 2009
11:15–12:30 pm
Ring, Ring—Risk Is Calling—How to Improve Patient Safety and Reduce Risk with Telephone Communication (801)
Anne Huben-Kearney
The telephone is the point of entry into the physician office practice and is a key factor in communication with many patients; it may also be the point of entry into litigation for physicians. The presentation will review the extent of care delivered via the telephone and how effective telephone triage is vital for patient safety. Case studies will demonstrate how medical errors involving the telephone in patient encounters have a significant impact on medical care and patient safety. The case studies will reflect how telephone calls that are answered rudely, triaged inappropriately, and/or not documented may result in medical malpractice litigation. The relationship between telephone triage policies and use of telephone protocols and increased patient adherence, patient satisfaction, and patient safety will be explored. How patient calls are answered, directed, and documented can be a vital strength or a critical weakness for the physician office practice.
Integrating Quality Improvement and Continuing Medical Education (802)
Nancy Davis
In most healthcare organizations, the CME and QI functions are completely separate. In order to ensure on-going physician competence, there is a movement toward continuous performance improvement. This includes physician assessment, performance measurement, and implementing education activities as well as systems-based process interventions for improvement. This session will present an approach for developing performance improvement initiatives that use accredited CME activities as improvement interventions. It will also address the development of CME using performance data as needs assessment and outcomes measures. Learners will engage in an interactive exercise to develop practical approaches to collaboration between the QI and CME units in their organizations.
Applications of Complexity Science in Clinical and Administrative Settings (803)
Peter Bradford
In performance improvement, one size, one system, one tool does not predict success. Complex systems are highly individualized, variable, and uncertain; all are adaptive, resilient (even with respect to resistance to positive change). Failure is commonplace, and all projects are amenable to more robust interventions when viewed more clearly through the lens of complexity. Global/specific strategies will be previewed. There is much to learn from complexity theory, in particular with respect to lessons learned from how natural systems tend to self organize. In large organizations or with complex processes, systems realignment and performance improvement questions need to be framed quite differently from traditional models, and measurement tools applied differently, with projects conceptualized and monitored differently. Complexity science represents new potential for process revolution, and the emphasis of this presentation is about why we should study complexity, and how we must implement positive change from a completely different perspective.
Creating Dashboards: Translating Data Sets into Priorities (804)
Diane Brown
Quality professionals are the first to understand challenges of transforming data into meaningful information for frontline staff, operational managers, and governing bodies. Translation of large datasets into dashboards to understand an individual facility, service, or patient care unit's comparative performance is challenging. This concurrent session illustrates a methodology for translating data from large datasets into dashboards for setting performance improvement priorities, in a simple way that takes advantage of tools readily available and easily used by support staff. This methodology will be illustrated using examples from CalNOC, a large regional nursing quality dataset.
Return to Concurrent Session Schedule
|
