Agency for Healthcare Research & Quality, Coursework Example

Wrong-site surgeries (WSS) are a difficult challenge that influence risk assessments and the overall ability to manage patients effectively. A literature review regarding this set of events largely addresses the significance of prevention efforts through the use of tools such as pre-operative verification, time-outs, and clearly noting the operative site area to ensure that the surgical team possesses full awareness of the site (Webster, Young, Rowe, & Kelly, 2012). In addition, all surgical teams must communicate at all times throughout the process, conduct proper scheduling of patients prior to surgery, proper patient identification, and the implementation of checklists to prevent additional risks to these patients (Webster et.al, 2012). These tools are likely to be useful in addressing the specific needs of these patients and in taking the steps that are required to promote safety and to minimize risk as best as possible.

According to the Agency for Healthcare Research and Quality (AHRQ), the average length of hospital stay and average hospital costs for specific conditions are as follows: 1) Abdominal pain: 2.8 days/$6,079; 2) Acute myocardial infarction: 4.6/$19,554; 3) Chronic obstructive pulmonary disease and bronchiectasis: 4.3/$7,872; 4) Diabetes mellitus with complications: 4.6/$9,361; 5) Cesarean section: 3.5/$5,892; 6) Hip replacement, total and partial: 3.8/$17,639; 7) Hysterectomy, abdominal and vaginal: 2.4/$9,799; 8) Percutaneous coronary angioplasty (PTCA): 3.2/$19,233.

Within an organization, the mid-level manager must be able to understand and convey new strategies to other employees while managing existing operations as smoothly as possible. This is a challenging task that requires an ongoing effort from managers to assess each situation and strategy on an individual basis, identify the parameters under which these tasks occur simultaneously, and demonstrate a means of understanding how to manage people and operations on a consistent basis to achieve the desired results. Therefore, planning, control, and oversight are essential components of this process which require ongoing attention to detail and a greater focus on meeting expectations that are reasonable and appropriate for the tasks at hand (Hans, Van Houdenhoven, & Hulshof, 2012). It is important for mid-level managers to evaluate each circumstance individually and to employ the proper techniques that will influence how decisions are made. Operational requirements must not be ignored in the wake of strategic change, nor should strategic change be viewed as a detriment to the organization and the team’s overall performance. Therefore, a delicate balance must be achieved that will be effective in working towards solutions that will enhance the performance of all employees and provide a framework to move forward in an efficient manner.

Reversing the course of strategic implementation requires a greater understanding of the reasons behind the change and to determine what benefits will be derived from this type of change for the organization and its employees. This process requires a change in the thought process from the management team down to staff members and the recognition that shifting the strategy would be the optimal choice to improve efficiency and to improve the organizational culture. It is expected that a reversal of course requires full cooperation from the team, as well as the clarification of expectations as set forth by the organization and its managers in order to minimize disruptions and workflow as best as possible (Moss et.al, 2014). This process may be challenging yet rewarding, particularly if there is an opportunity to learn from the experience and to improve upon existing processes and the level of growth that is likely to occur within the organization when change occurs. This is an important step for a team to take because it requires the ability to manage decisions that have been made and to reverse course as necessary so that different outcomes will be achieved and will make a difference in the lives of those who are affected by the change. When this change is required, it is imperative to manage the issue in a productive manner, one which conveys the importance of utilizing resources effectively, in spite of the challenges associated with change.

The Cleveland Clinic (2015) has developed a Quality & Patient Safety Institute as a means of understanding the needs of patients on a more consistent basis to meet their needs and to recognize the need for consistency in quality over a period of time. It is important to develop a strategy that will be effective in different ways and that will recognize the need for focus areas such as infection control, risk management, and various indicators of quality in order to successfully meet the needs of the designated population (Cleveland Clinic, 2015). This institute is necessary in order to manage patient care at a high level; however, the established criteria also govern many of the critical areas of the organization and promote a high degree of professionalism and experience within the healthcare environment (Cleveland Clinic, 2015).

These tools require an examination of how the organization is prepared to manage its quality-based requirements and responsibilities of its employees in their daily activities. This process also requires the organization to be effective in its efforts to produce at a high level and to be consistent in all area of quality and overall performance. This process will demonstrate a need to be cognizant of how quality is perceived both within and out of the organization and in determining what is required to meet expectations at a high level.

Anthem Blue Cross (2015) possesses its own efforts to improve quality of care for patients at all levels so that there are sufficient opportunities for growth and the successful treatment of all insured patients. For example, the organization places an emphasis on areas such as patient safety, chronic disease, community health, and case management, among the different areas where the organization must focus on its overall strategic direction and focus to meet the needs of the patient base. For Anthem, it is also necessary to understand how to best improve the team by adopting assessment tools that will positively impact outcomes for the patients who are served (Anthem, 2015). These quality tools suggest that the organization must be able to focus its efforts on long-term improvements that will contribute its overall effectiveness and degree of success at a high level. Each of these organizations must focus on its own strategy and also be able to contribute to the healthcare industry as a whole on a larger scale. Performance improvement and quality possess different meanings for an organization, but it is also necessary to be proactive in working towards a set of solutions that will have a positive impact on patient care quality.

From the perspective of the perfectionist, it is important to recognize that these individuals rely upon precision and accuracy in all areas of decision-making and that there must be a greater focus on maximizing potential for all persons within the organization. In this context, however, quality improvement may not be taken very seriously because it is believed that quality is already at the highest possible level, with little room for additional improvement. It is important to develop a strategy that will encompass a set of needs and expectations which support a long-term dynamic of change and progress, rather than the belief that the state of the organization is not capable of further improvement. I believe that these efforts will make it possible for an organization to recognize the need for quality improvement and to determine that it is impossible to believe that an organization has exceed expectations at its current level. There is always room for improvement, and this requires an examination of the different tools and resources that will be successful in expanding knowledge and supporting new experiences within the organization to make a difference in the lives of these patients and to take the steps that are required to facilitate growth and the emergence of an even higher level of performance and quality.

References

Agency for Healthcare Research & Quality. HCUPnet home. Retrieved from http://hcupnet.ahrq.gov/HCUPnet.jsp?Id=94DAE6EDA4945A43&Form=SelMINDXPR&GoTo=MAINSEL&JS=Y

Anthem Blue Cross (2015). Quality improvement program. Retrieved from https://www.anthem.com/ca/shared/f3/s5/t1/pw_a114730.pdf?refer=culdesac&name=ssb

Cleveland Clinic (2015). About the Quality & Patient Safety Institute. Retrieved from http://my.clevelandclinic.org/about-cleveland-clinic/quality-patient-safety/about-quality-safety-institute

Hans, E. W., Van Houdenhoven, M., & Hulshof, P. J. (2012). A framework for healthcare planning and control. In Handbook of healthcare system scheduling(pp. 303-320). Springer US.

Moss, S. A., Butar, I. B., Hirst, G., Tice, M., Craner, M., Evans, J., & Hartel, C. E. (2014).

Leadership and Strategy. The Vital but Evasive Role of Cooperation and Clarity of Expectations during Strategic Change. Journal of Leadership and Management, 1(1).

Webster, R. N., Young, R. N., Rowe, R. N., Kelly, R. N., & Carol, A. (2012). TJU Collaboration with The Joint Commission for Prevention of Wrong Site Surgery. Population Health Matters (Formerly Health Policy Newsletter), 25(2), 4.