With burnout and staff turnover in health care continuing to rise at alarming rates, this white paper describes four steps leaders can take to improve joy in work; a framework with nine critical components for ensuring a joyful, engaged workforce; key change ideas; and measurement and assessment tools.
July 13, 2017 | Patients undergoing dialysis typically do so in a hospital or health care facility. Most people don't question the need to have experienced health care staff on hand or what's considered a safe environment for the treatments. But that might be changing.
The Institute for Healthcare Improvement (IHI) today announced an award of $6.3 million from the Robert Wood Johnson Foundation (RWJF) that will lead to the expansion of an initiative to advance the health, wellbeing, and equity of communities. The initiative offers community health leaders a groundbreaking opportunity to combine improvement science with transformational leadership skills in order to effect greater, more sustainable change.
IHI's own Chief Clinical and Safety Officer, Dr. Tejal Gandhi, is number 30 on Modern Healthcare's list of 50 Most Influential Physician Executives and Leaders 2017.
Hospital infections are finally on the decline - a result of a long and exhaustive campaign starting in 2010 to raise awareness about the dangers posed by hospital-acquired conditions, says the United States Department of Health and Human Services.
A new report is calling into question the sustainability of recent reductions in antipsychotic use among nursing home residents, and whether providers have shifted from antipsychotics to other less scrutinized but similarly risky medications.
This publication describes a range of research design approaches that can be used to enhance the rigor of evaluations, thereby improving the quality of the evidence upon which decisions are made and ultimately improving the public’s health.
At the Institute for Healthcare Improvement (IHI), the Triple Aim is the lens through which we view the redesign and transformation of health systems and health care. The Triple Aim framework guides how we reflect on any proposal by any administration, including what’s being considered by the US Congress right now.
Team-based collaboration of safety and financial leaders is necessary to successfully create and present business cases to advance safety initiatives. This toolkit includes specific recommendations and practices for a Safety–Finance Team and provides a framework for understanding, framing, and advancing patient and workforce safety.
Providers and patients have identified the top 10 health care rules that they say should be changed to improve care quality—and health care executive and managers can take action on the vast majority of them, according to according to a new JAMA viewpoint from the Institute for Healthcare Improvement (IHI).
As the Centers for Medicare & Medicaid Services encourage health care providers to reduce avoidable readmissions, better discharge planning has become a priority for hospitals. When patient transitions are top of mind for hospitals, better care is the result.
The prospect of finding partners to achieve more than one could alone is inspiring, and the prospect of losing oneself in the process is frightening. Collaboration among a litany of health care and community-based organizations (CBOs) has become a popular approach to pursuing health improvements in cities and towns across the United States. Lauren Taylor of Health Affairs Blog dives into what to expect when managing a population health coalition.
While a community-wide approach is also needed to effectively address the opioid crisis, the authors describe some key actions that both providers and organizations can take to begin making a difference, including changing provider prescribing practices.
In this NEJM Catalyst article, several members of the IHI Leadership Alliance write, “Bill or no bill, we still need to move forward and continue our focus on improving health and health care for our patients and our communities while reducing costs” (the IHI Triple Aim).
June 14, 2017 | Learning from failure is an important part of quality improvement in health care. But what can we learn from improvement efforts that languish or stall due to the inglorious nature of the work itself?
Regulations can create a major time suck for staff in healthcare facilities, but digging a little deeper into protocols that hospitals follow rigidly could reveal that some rules are made to be broken. That's the conclusion of Don Berwick, M.D., president emeritus of the IHI, and coauthors from the organization, in a Viewpoint article published in the Journal of the American Medical Association.
Although we are aware of the weaknesses in our system, there is a general lack of urgency in healthcare, and it's concerning. The National Patient Safety Foundation's Lucian Leape Institute, which recently merged with the Institute for Healthcare Improvement, observed in its 2015 report, "Shining a Light: Safer Health Care through Transparency," that harm from medical errors continues at unacceptable levels and the U.S. healthcare system is buckling under the costs of care.
In a recent interview with the Institute for Healthcare Improvement blog, Tejal Gandhi, MD, the new chief clinical and safety officer with IHI, said a total systems approach to patient safety is the future of the movement.
Years of research and initiatives focused on prevention and promoting healthier behaviors have missed the mark because they fail to tackle arguably the single greatest contributor to the chronic disease epidemic—mental illness.