Pub Date : 2024-11-18DOI: 10.1016/j.jcjq.2024.08.004
Peter Pronovost MD, PhD, FCCM (is Chief Quality and Transformation Officer, University Hospitals Cleveland Medical Center, Cleveland, Ohio), Hooman Azmi MD (is Director, Division of Functional and Restorative Neurosurgery and Trauma Liaison, Hackensack University Medical Center, Hackensack, New Jersey), Michael S. Okun MD (is Executive Director, Norman Fixel Institute for Neurological Diseases, and Adelaide Lackner Professor of Neurology, University of Florida Health, Gainesville, Florida), Benjamin Walter MD, MBA (is Section Head, Movement Disorders, and Medical Director, Deep Brain Stimulation Program, Cleveland Clinic, Cleveland, Ohio), Annie Brooks MSW (is Senior Director, Strategic Initiatives, Parkinson's Foundation, Miami, Florida), Sheera Rosenfeld MHS (is Vice President and Chief Strategic Initiatives Officer, Parkinson's Foundation, Miami, Florida. Please address correspondence to Sheera Rosenfeld)
{"title":"Protecting Parkinson's Patients: Hospital Care Standards to Avoid Preventable Harm","authors":"Peter Pronovost MD, PhD, FCCM (is Chief Quality and Transformation Officer, University Hospitals Cleveland Medical Center, Cleveland, Ohio), Hooman Azmi MD (is Director, Division of Functional and Restorative Neurosurgery and Trauma Liaison, Hackensack University Medical Center, Hackensack, New Jersey), Michael S. Okun MD (is Executive Director, Norman Fixel Institute for Neurological Diseases, and Adelaide Lackner Professor of Neurology, University of Florida Health, Gainesville, Florida), Benjamin Walter MD, MBA (is Section Head, Movement Disorders, and Medical Director, Deep Brain Stimulation Program, Cleveland Clinic, Cleveland, Ohio), Annie Brooks MSW (is Senior Director, Strategic Initiatives, Parkinson's Foundation, Miami, Florida), Sheera Rosenfeld MHS (is Vice President and Chief Strategic Initiatives Officer, Parkinson's Foundation, Miami, Florida. Please address correspondence to Sheera Rosenfeld)","doi":"10.1016/j.jcjq.2024.08.004","DOIUrl":"10.1016/j.jcjq.2024.08.004","url":null,"abstract":"","PeriodicalId":14835,"journal":{"name":"Joint Commission journal on quality and patient safety","volume":"50 12","pages":"Pages 890-892"},"PeriodicalIF":2.3,"publicationDate":"2024-11-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142675875","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-22DOI: 10.1016/j.jcjq.2024.10.007
Gerald B. Hickson MD (is Joseph C. Ross Chair in Medical Education and Administration and| Professor of Pediatrics, Center for Patient and Professional Advocacy, Vanderbilt University Medical Center, Nashville. Please address correspondence to Gerald B. Hickson)
{"title":"Supporting Professionalism in a Crisis Requires Leadership and a Well-Developed Plan","authors":"Gerald B. Hickson MD (is Joseph C. Ross Chair in Medical Education and Administration and| Professor of Pediatrics, Center for Patient and Professional Advocacy, Vanderbilt University Medical Center, Nashville. Please address correspondence to Gerald B. Hickson)","doi":"10.1016/j.jcjq.2024.10.007","DOIUrl":"10.1016/j.jcjq.2024.10.007","url":null,"abstract":"","PeriodicalId":14835,"journal":{"name":"Joint Commission journal on quality and patient safety","volume":"50 12","pages":"Pages 823-826"},"PeriodicalIF":2.3,"publicationDate":"2024-10-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142590582","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-19DOI: 10.1016/j.jcjq.2024.10.001
Amy Lu MD, MPH (UCSF Health and Anesthesia and Perioperative Care, UCSF School of Medicine, San Francisco, CA) , May C.M. Pian-Smith MD, MS (Enterprise Anesthesiology Quality and Safety, Mass General Brigham, Harvard Medical School, Massachusetts General Hospital, Boston, MA) , Amanda Burden MD (Clinical Skills and Simulation Education, Cooper Medical School of Rowan University and Cooper University Healthcare, Camden, NJ), Gladys L. Fernandez MD (Surgery UMMS- Chan-Baystate, Baystate Health, Springfield, MA), Sally A. Fortner MD, MS, FACH (Anesthesiology and Critical Care Medicine, University of New Mexico School of Medicine, Albuquerque, NM), Robert V. Rege MD (Surgery, Undergraduate Medical Education, University of Texas Southwestern Medical Center, Dallas, TX), Douglas P. Slakey MD (Department of Surgery, University of Illinois at Chicago, Chicago, IL), Jose M. Velasco MD, FACS (Surgery, Surgical Innovation, Rush University, Chicago, IL), Jeffrey B. Cooper PhD (Department of Anesthesia, Critical Care and Pain Medicine, Harvard Medical School and Massachusetts General Hospital, Boston, MA), Randolph H. Steadman MD, MS (Department of Anesthesiology and Critical Care, Houston Methodist Hospital, Houston, TX)
Simulation is underutilized as a tool to improve healthcare quality and safety despite many examples of its effectiveness to identify and remedy quality and safety problems, improve teamwork, and improve various measures of quality and safety that are important to healthcare organizations, eg, patient safety indicators. We urge quality and safety and simulation professionals to collaborate with their counterparts in their organizations to employ simulation in ways that improve the quality and safety of care of their patients. These collaborations could begin through initiating conversations among the quality and safety and simulation professionals, perhaps using this article as a prompt for discussion, identifying one area in need of quality and safety improvement for which simulation can be helpful, and beginning that work.
{"title":"Quality and Simulation Professionals Should Collaborate","authors":"Amy Lu MD, MPH (UCSF Health and Anesthesia and Perioperative Care, UCSF School of Medicine, San Francisco, CA) , May C.M. Pian-Smith MD, MS (Enterprise Anesthesiology Quality and Safety, Mass General Brigham, Harvard Medical School, Massachusetts General Hospital, Boston, MA) , Amanda Burden MD (Clinical Skills and Simulation Education, Cooper Medical School of Rowan University and Cooper University Healthcare, Camden, NJ), Gladys L. Fernandez MD (Surgery UMMS- Chan-Baystate, Baystate Health, Springfield, MA), Sally A. Fortner MD, MS, FACH (Anesthesiology and Critical Care Medicine, University of New Mexico School of Medicine, Albuquerque, NM), Robert V. Rege MD (Surgery, Undergraduate Medical Education, University of Texas Southwestern Medical Center, Dallas, TX), Douglas P. Slakey MD (Department of Surgery, University of Illinois at Chicago, Chicago, IL), Jose M. Velasco MD, FACS (Surgery, Surgical Innovation, Rush University, Chicago, IL), Jeffrey B. Cooper PhD (Department of Anesthesia, Critical Care and Pain Medicine, Harvard Medical School and Massachusetts General Hospital, Boston, MA), Randolph H. Steadman MD, MS (Department of Anesthesiology and Critical Care, Houston Methodist Hospital, Houston, TX)","doi":"10.1016/j.jcjq.2024.10.001","DOIUrl":"10.1016/j.jcjq.2024.10.001","url":null,"abstract":"<div><div>Simulation is underutilized as a tool to improve healthcare quality and safety despite many examples of its effectiveness to identify and remedy quality and safety problems, improve teamwork, and improve various measures of quality and safety that are important to healthcare organizations, eg, patient safety indicators. We urge quality and safety and simulation professionals to collaborate with their counterparts in their organizations to employ simulation in ways that improve the quality and safety of care of their patients. These collaborations could begin through initiating conversations among the quality and safety and simulation professionals, perhaps using this article as a prompt for discussion, identifying one area in need of quality and safety improvement for which simulation can be helpful, and beginning that work.</div><div>(<em>Sim Healthcare</em> 19(5):319–325, 2024)</div></div>","PeriodicalId":14835,"journal":{"name":"Joint Commission journal on quality and patient safety","volume":"50 12","pages":"Pages 882-889"},"PeriodicalIF":2.3,"publicationDate":"2024-10-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142557876","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-17DOI: 10.1016/j.jcjq.2024.10.002
Patricia L Kavanagh, John J Strouse, Judith A Paice, Stephanie O Ibemere, Paula Tanabe
Sickle cell disease (SCD) is a life-limiting multisystem disease primarily affecting individuals of African and Latinx descent. Its most common complication is painful vaso-occlusive episodes (VOEs), which is also the most common reason individuals with SCD seek care in the emergency department (ED). National guidelines recommend the use of standardized approaches to pain management in the ED, preferably using pain management plans tailored to each patient. However, no standard approach to developing these plans exists. This article describes the development of an opioid calculator to help SCD clinicians create individualized plans to better manage acute painful VOE in the ED setting.
{"title":"Development of a Calculator to Determine Individualized Opioid Doses for Treatment of Vaso-Occlusive Episodes for Sickle Cell Disease in the Emergency Department.","authors":"Patricia L Kavanagh, John J Strouse, Judith A Paice, Stephanie O Ibemere, Paula Tanabe","doi":"10.1016/j.jcjq.2024.10.002","DOIUrl":"https://doi.org/10.1016/j.jcjq.2024.10.002","url":null,"abstract":"<p><p>Sickle cell disease (SCD) is a life-limiting multisystem disease primarily affecting individuals of African and Latinx descent. Its most common complication is painful vaso-occlusive episodes (VOEs), which is also the most common reason individuals with SCD seek care in the emergency department (ED). National guidelines recommend the use of standardized approaches to pain management in the ED, preferably using pain management plans tailored to each patient. However, no standard approach to developing these plans exists. This article describes the development of an opioid calculator to help SCD clinicians create individualized plans to better manage acute painful VOE in the ED setting.</p>","PeriodicalId":14835,"journal":{"name":"Joint Commission journal on quality and patient safety","volume":" ","pages":""},"PeriodicalIF":2.3,"publicationDate":"2024-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142710300","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-20DOI: 10.1016/j.jcjq.2024.09.004
Crystal C. Wright MD, FASA (is Professor, Department of Anesthesiology & Perioperative Medicine, and Director, Center for Professionalism, Support, and Success (CPSS), University of Texas MD Anderson Cancer Center, Houston.), Maureen D. Triller DrPH, PMP, PHR, CMQ (is Administrative Director, CPSS, University of Texas MD Anderson Cancer Center.), Anne S. Tsao MD, MBA (is Professor, Department of Thoracic/Head & Neck Medical Oncology, and Vice President, Academic Affairs, University of Texas MD Anderson Cancer Center.), Stephanie A. Zajac PhD (is Senior Leadership Practitioner, University of Texas MD Anderson Cancer Center.), Cindy Segal PhD, MSN, RN (is Associate Director of Operating Room, Department of Perioperative Services, University of Texas MD Anderson Cancer Center.), Elizabeth P. Ninan PA, MBA (is Associate Vice President, Division of Procedures and Therapeutics, University of Texas MD Anderson Cancer Center.), Jenise B. Rice MSN, RN-CPAN (is Director, Nursing Perioperative Services PACU, Department of Perioperative Services, University of Texas MD Anderson Cancer Center.), William O. Cooper MD, MPH (is Professor, Pediatrics and Health Policy, and President, Vanderbilt Center for Patient and Professional Advocacy, Vanderbilt University Medical Center.), Carin A. Hagberg MD, FASA (is Professor, Department of Anesthesiology & Perioperative Medicine, and Chief Academic Officer, University of Texas MD Anderson Cancer Center.), Mark W. Clemens MD, MBA, FACS (is Associate Vice President of Perioperative Services, and Associate Professor, Department of Plastic Surgery, University of Texas MD Anderson Cancer Center. Please address correspondence to Crystal C. Wright)
Background
This retrospective comparative cohort study aimed to evaluate the effects of COVID-19 on professionalism within the perioperative environment of a tertiary cancer center across three periods: pre-pandemic, pandemic, and an interventional endemic phase.
Methods
A retrospective observational review of a prospectively maintained safety event report (SER) database at MD Anderson Cancer Center, with an intervention during the COVID-19 endemic phase, was conducted. This was performed to compare the incidence of professionalism-related events (PRE), which are included in the SER database, during the COVID-19 pandemic period (March 2020 to May 2022), with a pre-pandemic period (September 2011 to February 2020) and a postintervention endemic phase (June 2022 to March 2023). Study interventions included the application of the Vanderbilt Professionalism Escalation Model with broad staff and surgical team education.
Results
During the study period, 17,425 SERs were reviewed. Of these, 11,731 (mean 115.0 SERs/month) were reported in the pre-pandemic period, 4,004 SERs (mean 148.3 SERs/month) in the pandemic period, and 1,690 SERs (mean 169.0 SERs/month) in the endemic phase (p = 0.001). There was a statistically significant increase in the incidence of PRE during the pandemic compared to the pre-pandemic and endemic periods. Specifically, 264 PRE (1.5%) were identified during the study period: 114 PRE (mean 1.1 PRE/month) in the pre-pandemic period, 121 PRE (mean 4.5 PRE/month) in the pandemic period, and 29 PRE (mean 2.9 PRE/month) in the endemic phase (p = 0.001). The increase in PRE during the pandemic period corresponded to a concomitant increase in staff turnover rates (15.5%) compared to the pre-pandemic period (8.3%). However, a time shift of four months into the postintervention endemic phase demonstrated a successful reduction to less than pre-pandemic levels of staff turnover (6.7%, p = 0.001).
Conclusion
The COVID-19 pandemic was associated with a significant increase in SERs describing professionalism lapses among health care providers in the perioperative environment. Hospital organizations must recognize the impact of professionalism on morale and turnover and seek to mitigate its effects. Education, promoting individual accountability, confidential reporting, addressing wellness concerns, and providing modes of resilience can enhance workplace culture and potentially cultivate better employee retention rates.
{"title":"Strategies to Mitigate the Pandemic Aftermath on Perioperative Professionalism","authors":"Crystal C. Wright MD, FASA (is Professor, Department of Anesthesiology & Perioperative Medicine, and Director, Center for Professionalism, Support, and Success (CPSS), University of Texas MD Anderson Cancer Center, Houston.), Maureen D. Triller DrPH, PMP, PHR, CMQ (is Administrative Director, CPSS, University of Texas MD Anderson Cancer Center.), Anne S. Tsao MD, MBA (is Professor, Department of Thoracic/Head & Neck Medical Oncology, and Vice President, Academic Affairs, University of Texas MD Anderson Cancer Center.), Stephanie A. Zajac PhD (is Senior Leadership Practitioner, University of Texas MD Anderson Cancer Center.), Cindy Segal PhD, MSN, RN (is Associate Director of Operating Room, Department of Perioperative Services, University of Texas MD Anderson Cancer Center.), Elizabeth P. Ninan PA, MBA (is Associate Vice President, Division of Procedures and Therapeutics, University of Texas MD Anderson Cancer Center.), Jenise B. Rice MSN, RN-CPAN (is Director, Nursing Perioperative Services PACU, Department of Perioperative Services, University of Texas MD Anderson Cancer Center.), William O. Cooper MD, MPH (is Professor, Pediatrics and Health Policy, and President, Vanderbilt Center for Patient and Professional Advocacy, Vanderbilt University Medical Center.), Carin A. Hagberg MD, FASA (is Professor, Department of Anesthesiology & Perioperative Medicine, and Chief Academic Officer, University of Texas MD Anderson Cancer Center.), Mark W. Clemens MD, MBA, FACS (is Associate Vice President of Perioperative Services, and Associate Professor, Department of Plastic Surgery, University of Texas MD Anderson Cancer Center. Please address correspondence to Crystal C. Wright)","doi":"10.1016/j.jcjq.2024.09.004","DOIUrl":"10.1016/j.jcjq.2024.09.004","url":null,"abstract":"<div><h3>Background</h3><div>This retrospective comparative cohort study aimed to evaluate the effects of COVID-19 on professionalism within the perioperative environment of a tertiary cancer center across three periods: pre-pandemic, pandemic, and an interventional endemic phase.</div></div><div><h3>Methods</h3><div>A retrospective observational review of a prospectively maintained safety event report (SER) database at MD Anderson Cancer Center, with an intervention during the COVID-19 endemic phase, was conducted. This was performed to compare the incidence of professionalism-related events (PRE), which are included in the SER database, during the COVID-19 pandemic period (March 2020 to May 2022), with a pre-pandemic period (September 2011 to February 2020) and a postintervention endemic phase (June 2022 to March 2023). Study interventions included the application of the Vanderbilt Professionalism Escalation Model with broad staff and surgical team education.</div></div><div><h3>Results</h3><div>During the study period, 17,425 SERs were reviewed. Of these, 11,731 (mean 115.0 SERs/month) were reported in the pre-pandemic period, 4,004 SERs (mean 148.3 SERs/month) in the pandemic period, and 1,690 SERs (mean 169.0 SERs/month) in the endemic phase (<em>p</em> = 0.001). There was a statistically significant increase in the incidence of PRE during the pandemic compared to the pre-pandemic and endemic periods. Specifically, 264 PRE (1.5%) were identified during the study period: 114 PRE (mean 1.1 PRE/month) in the pre-pandemic period, 121 PRE (mean 4.5 PRE/month) in the pandemic period, and 29 PRE (mean 2.9 PRE/month) in the endemic phase (<em>p</em> = 0.001). The increase in PRE during the pandemic period corresponded to a concomitant increase in staff turnover rates (15.5%) compared to the pre-pandemic period (8.3%). However, a time shift of four months into the postintervention endemic phase demonstrated a successful reduction to less than pre-pandemic levels of staff turnover (6.7%, <em>p</em> = 0.001).</div></div><div><h3>Conclusion</h3><div>The COVID-19 pandemic was associated with a significant increase in SERs describing professionalism lapses among health care providers in the perioperative environment. Hospital organizations must recognize the impact of professionalism on morale and turnover and seek to mitigate its effects. Education, promoting individual accountability, confidential reporting, addressing wellness concerns, and providing modes of resilience can enhance workplace culture and potentially cultivate better employee retention rates.</div></div>","PeriodicalId":14835,"journal":{"name":"Joint Commission journal on quality and patient safety","volume":"50 12","pages":"Pages 827-833"},"PeriodicalIF":2.3,"publicationDate":"2024-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142590577","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-20DOI: 10.1016/j.jcjq.2024.09.001
Teena Nelson MHA (is Manager, ABMS Portfolio Program, American Board of Medical Specialties, Chicago.), Spencer Walter (is Program Manager, ABMS Portfolio Program, American Board of Medical Specialties.), Ann Williamson RN, CCRC (is Performance Improvement Program Manager, American Board of Family Medicine, Lexington, Kentucky.), Kevin Graves MBA (is Strategic Project Manager, American Board of Family Medicine.), Peggy Paulson MA (is Operations Manager–Education, Mayo Clinic, Rochester, Minnesota.), Greg Ogrinc MD, MS (is Senior Vice President, American Board of Medical Specialties, and Clinical Professor of Medicine, University of Illinois College of Medicine at Chicago. Please address all correspondence to Teena Nelson)
Background
Physician involvement in quality improvement and patient safety (QIPS) work is critical for success. It is often difficult to engage physicians in this work given competing priorities and lack of individual benefits for participation.
Program Inception and Development
The American Board of Medical Specialties (ABMS) Portfolio Program was created to establish a systematic process for review and approval of health care organizations’ implementation of QIPS work and that allows organizations to offer continuing certification credit to physicians who meaningfully engage in that same work. What started as a pilot program in 2010 between Mayo Clinic and the American Boards of Family Medicine, Internal Medicine, and Pediatrics has grown to include more than 100 organizations in 2024.
Evolution of the Program
The Portfolio Program has expanded from academic medical centers and medical schools to include government agencies, hospital groups, associations, and other types of health organizations. It has provided credit for more than 5,000 activities, and credit has been issued to physicians more than 60,000 times. To make QIPS submissions easier, standardized templates were created for certain types of quality improvement work; for example, the COVID-19 template facilitated the awarding of continuing certification credit to more than 10,000 physicians.
Conclusion
The ABMS Portfolio Program helps organizations establish a framework around QIPS work so physicians can receive continuing certification credit for their engagement. It also provides structure to establish processes and procedures for awarding credit and is flexible enough to meet the needs of each organization.
{"title":"Engaging Physicians in Improvement Priorities Through the American Board of Medical Specialties Portfolio Program","authors":"Teena Nelson MHA (is Manager, ABMS Portfolio Program, American Board of Medical Specialties, Chicago.), Spencer Walter (is Program Manager, ABMS Portfolio Program, American Board of Medical Specialties.), Ann Williamson RN, CCRC (is Performance Improvement Program Manager, American Board of Family Medicine, Lexington, Kentucky.), Kevin Graves MBA (is Strategic Project Manager, American Board of Family Medicine.), Peggy Paulson MA (is Operations Manager–Education, Mayo Clinic, Rochester, Minnesota.), Greg Ogrinc MD, MS (is Senior Vice President, American Board of Medical Specialties, and Clinical Professor of Medicine, University of Illinois College of Medicine at Chicago. Please address all correspondence to Teena Nelson)","doi":"10.1016/j.jcjq.2024.09.001","DOIUrl":"10.1016/j.jcjq.2024.09.001","url":null,"abstract":"<div><h3>Background</h3><div>Physician involvement in quality improvement and patient safety (QIPS) work is critical for success. It is often difficult to engage physicians in this work given competing priorities and lack of individual benefits for participation.</div></div><div><h3>Program Inception and Development</h3><div>The American Board of Medical Specialties (ABMS) Portfolio Program was created to establish a systematic process for review and approval of health care organizations’ implementation of QIPS work and that allows organizations to offer continuing certification credit to physicians who meaningfully engage in that same work. What started as a pilot program in 2010 between Mayo Clinic and the American Boards of Family Medicine, Internal Medicine, and Pediatrics has grown to include more than 100 organizations in 2024.</div></div><div><h3>Evolution of the Program</h3><div>The Portfolio Program has expanded from academic medical centers and medical schools to include government agencies, hospital groups, associations, and other types of health organizations. It has provided credit for more than 5,000 activities, and credit has been issued to physicians more than 60,000 times. To make QIPS submissions easier, standardized templates were created for certain types of quality improvement work; for example, the COVID-19 template facilitated the awarding of continuing certification credit to more than 10,000 physicians.</div></div><div><h3>Conclusion</h3><div>The ABMS Portfolio Program helps organizations establish a framework around QIPS work so physicians can receive continuing certification credit for their engagement. It also provides structure to establish processes and procedures for awarding credit and is flexible enough to meet the needs of each organization.</div></div>","PeriodicalId":14835,"journal":{"name":"Joint Commission journal on quality and patient safety","volume":"50 12","pages":"Pages 849-856"},"PeriodicalIF":2.3,"publicationDate":"2024-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142500818","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-17DOI: 10.1016/j.jcjq.2024.09.002
Jessica Greene, Diane Gibson, Lauren A Taylor, Daniel B Wolfson
Background: Rebuilding patient trust in the US health care system has received considerable attention recently, but there has been little focus on health care workers' (HCWs) trust in the leaders of health care delivery organizations. This study explores (1) the professional impact on HCWs of trusting the leaders of the organizations where they work and (2) the leadership actions that build HCWs' trust.
Methods: The authors examined these questions using a survey that was crowdsourced to 353 HCWs through social media posts and e-mails from national health organizations. For each open-ended question, qualitative codes were identified, iteratively finalized, and applied to each response. Descriptive statistics were used to analyze the closed-ended questions and examine how often each qualitative code was raised.
Results: One in five (20.2%) HCWs trusted leadership "very much," more than a third (36.9%) trusted "somewhat," and 42.9% had lower levels of trust. Almost all (97.7%) reported that the degree of trust they had in their organization's leadership affected them professionally. Among HCWs who trusted their organization's leadership, the most common impact was feeling professional satisfaction, followed by providing higher-quality work. HCWs described three main ways health care organization leaders earned their trust: communicating effectively (being transparent and soliciting HCWs' input), treating HCWs well (with respect and kindness and providing good compensation), and prioritizing patient care.
Conclusion: The findings suggest health care organizations would benefit from leaders seeking to earn HCWs' trust. With trust in leadership, HCWs report higher work quality and greater professional satisfaction.
{"title":"Health Care Workers' Trust in Leadership: Why It Matters and How Leaders Can Build It.","authors":"Jessica Greene, Diane Gibson, Lauren A Taylor, Daniel B Wolfson","doi":"10.1016/j.jcjq.2024.09.002","DOIUrl":"https://doi.org/10.1016/j.jcjq.2024.09.002","url":null,"abstract":"<p><strong>Background: </strong>Rebuilding patient trust in the US health care system has received considerable attention recently, but there has been little focus on health care workers' (HCWs) trust in the leaders of health care delivery organizations. This study explores (1) the professional impact on HCWs of trusting the leaders of the organizations where they work and (2) the leadership actions that build HCWs' trust.</p><p><strong>Methods: </strong>The authors examined these questions using a survey that was crowdsourced to 353 HCWs through social media posts and e-mails from national health organizations. For each open-ended question, qualitative codes were identified, iteratively finalized, and applied to each response. Descriptive statistics were used to analyze the closed-ended questions and examine how often each qualitative code was raised.</p><p><strong>Results: </strong>One in five (20.2%) HCWs trusted leadership \"very much,\" more than a third (36.9%) trusted \"somewhat,\" and 42.9% had lower levels of trust. Almost all (97.7%) reported that the degree of trust they had in their organization's leadership affected them professionally. Among HCWs who trusted their organization's leadership, the most common impact was feeling professional satisfaction, followed by providing higher-quality work. HCWs described three main ways health care organization leaders earned their trust: communicating effectively (being transparent and soliciting HCWs' input), treating HCWs well (with respect and kindness and providing good compensation), and prioritizing patient care.</p><p><strong>Conclusion: </strong>The findings suggest health care organizations would benefit from leaders seeking to earn HCWs' trust. With trust in leadership, HCWs report higher work quality and greater professional satisfaction.</p>","PeriodicalId":14835,"journal":{"name":"Joint Commission journal on quality and patient safety","volume":" ","pages":""},"PeriodicalIF":2.3,"publicationDate":"2024-09-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142466008","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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