Adopt, Adapt, or Abandon: An education plan built on process improvement

886 views

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
886
On SlideShare
0
From Embeds
0
Number of Embeds
309
Actions
Shares
0
Downloads
8
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Stay a cycle ahead. When designing a test, imagine at the start what the subsequent test or two might be, given various possible findings in the "Study" phase of the Plan-Do-Study-Act cycle. For example, teams that are redesigning same-day admission criteria should also be planning how those criteria will be applied.
    Scale down the scope of tests. Dimensions of the tests that can be scaled down include the number of patients, doctors, and others involved in the test ("Sample the next 10" instead of "Get a sample of 200"), and the location or duration of the test ("Test it in Operating Room #1 for one week").
    Pick willing volunteers. Work with those who want to work with you. ("I know Dr. Jones will help us" instead of "How can we convince Dr. Smith to buy in?")
    Avoid the need for consensus, buy-in, or political solutions. Save these for later stages. When possible, choose changes that do not require a long process of approval, especially during the early testing phase.
    Don’t reinvent the wheel. Instead, use changes tried elsewhere. For example, instead of creating your own atrial fibrillation treatment protocol, try modifying another hospital’s protocol
    Pick easy changes to try. Look for the concepts that seem most feasible and will have the greatest impact.
    Avoid technical slowdowns. Don’t wait for the new computer to arrive; try recording test measurements and charting trends with paper and pencil instead.
    Reflect on the results of every change. After making a change, a team should ask: What did we expect to happen? What did happen? Were there unintended consequences? What was the best thing about this change? The worst? What might we do next? Too often, people avoid reflecting on failure. Remember that teams often learn very important lessons from failed tests of change
    Be prepared to end the test of a change. If the test shows that a change is not leading to improvement, the test should be stopped. Note: "Failed" tests of change are a natural part of the improvement process. If a team experiences very few failed tests of change, it is probably not pushing the boundaries of innovation very far.
  • Adopt, Adapt, or Abandon: An education plan built on process improvement

    1. 1. INSPIRATION | INNOVATION | TRANSFORMATION THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT Adopt, Adapt, Abandon: An Educational Plan Built on Process Improvement R. Gino Chisari, RN, DNP Director of the Norman Knight Nursing Center & Clinical and Professional Development
    2. 2. The New Triple A INSPIRATION | INNOVATION | TRANSFORMATION THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT Guiding Principles • This was more than the “usual” process improvement strategy of the moment • We would incorporate a known set of concepts and tools and apply them in a structured but flexible approach to designing a new reality • All employees are included and encouraged to be part of the process • Leadership support is mandatory • New ideas to improve the work and for the team to learn together
    3. 3. INSPIRATION | INNOVATION | TRANSFORMATION The Foundation – Plan, Do, Study, Act THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT The Three Questions 1. What are we trying to accomplish? 2. What change might we try that could result in an improvement? 3. How will we know that a change is an improvement? PDSA Cycle Source: Langley et. al., The Improvement Guide
    4. 4. Lean – One Approach INSPIRATION | INNOVATION | TRANSFORMATION THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT The relentless pursuit of the perfect process through elimination of waste & through respect for the worker Value/Waste in Process Before After VALUE WASTE Lean Targets Waste In a Process Key: The Focus Is On the Process Not the People Source: GE Healthcare
    5. 5. INSPIRATION | INNOVATION | TRANSFORMATION Lean Thinking – The Fundamentals THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT It’s About The Patient • Define value from the patient’s perspective • Identify the value stream – i.e. the patient’s experience from beginning to end • Standardize work processes in order to identify & reduce unnecessary variation • Establish and optimize flow • Stop and correct defects, do not pass them along • Continuously improve the process to perfection Source: GE Healthcare
    6. 6. INSPIRATION | INNOVATION | TRANSFORMATION Tips for Testing Changes THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT • Test with willing volunteers • Avoid the need for total consensus for testing • Pick relatively easy, non-controversial changes first • Collect useful data during the test and reflect on the results • Be prepared to end the small test of change • When the test is completed, select one of the following: Adopt, Adapt or Abandon Adapted from IHI
    7. 7. INSPIRATION | INNOVATION | TRANSFORMATION THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT The primary goals of the educational plan was to provide each participant with a: • Strong base of support from which to successfully build upon, and actively engage on the Innovation Units • Consistent understanding and application of the principles, concepts and other transportable components of the project’s aim across each of the innovation units
    8. 8. INSPIRATION | INNOVATION | TRANSFORMATION THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT Approach • Self-study assignments and Proficiency Evaluation of Acquired Skills (PEAS) • Facilitated/Interprofessional Workshops • Unit-based modules • Attending Registered Nurse Weekly Meetings
    9. 9. INSPIRATION | INNOVATION | TRANSFORMATION THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT Tracks • General – foundational, introductory for all members of the community • Role – domain specific, including a leadership track • Unit – team building/training
    10. 10. INSPIRATION | INNOVATION | TRANSFORMATION THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT Content Areas • Quality & Safety • Satisfaction: patients, families and staff • Clinical Outcomes • Best Practices • Diversity • Care Continuity • Financial Outcomes • Compliance Outcomes
    11. 11. INSPIRATION | INNOVATION | TRANSFORMATION THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT Ongoing and Continuous Development • Support the paradigm shift • Each member of the team is entitled to professional development that raises the bar on excellence in patient and family centered care • Designed on adult learner theory that actively engages the learner, resulting in a demonstrable change in behavior and performance
    12. 12. INSPIRATION | INNOVATION | TRANSFORMATION THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT The Challenge and Opportunity • The need to continue providing educational support to Phase I units, while simultaneously on-boarding Phase II and thinking about Phase III and beyond
    13. 13. INSPIRATION | INNOVATION | TRANSFORMATION THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT Topic: Resiliency Training Target Audience: All members of the Interdisciplinary Team Goal: To provide the opportunity for all members within the interdisciplinary team to develop skills necessary to successfully adapt to the quick pace of change
    14. 14. INSPIRATION | INNOVATION | TRANSFORMATION THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT Topic: Relationship Based Care Target Audience: All members of the Interdisciplinary Team Goal: To provide a consistent and uniform understanding of how each member of the interdisciplinary team has a unique opportunity to provide excellence through their personal contributions
    15. 15. INSPIRATION | INNOVATION | TRANSFORMATION THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT Topic: Conflict Engagement Target Audience: Leadership Goal: To provide the necessary skills to effectively engage with conflict and produce a positive and healthy outcome and environment
    16. 16. INSPIRATION | INNOVATION | TRANSFORMATION THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT Topic: Presentation Skills Target Audience: Attending RN Goal: To provide an opportunity for the Attending RN to develop skill and confidence with their new and emerging role
    17. 17. INSPIRATION | INNOVATION | TRANSFORMATION THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT Topic: Diversity Target Audience: All members of the Interdisciplinary Team Goal: To understand how the needs of our patients, families and ourselves impact on our relationships
    18. 18. INSPIRATION | INNOVATION | TRANSFORMATION THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT Topic: HCAHPS Target Audience: All members of the Interdisciplinary Team Goal: To provide a understanding and meaning of patient satisfaction data and how every member of the team has a responsibility to “get the red out ”.
    19. 19. INSPIRATION | INNOVATION | TRANSFORMATION THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT Topic: Leadership Coaching Target Audience: Innovation Unit Leadership (nursing directors & CNSs) Goal: To provide a dedicated support to the unit-based leadership in managing the complex nature of change at the local level
    20. 20. INSPIRATION | INNOVATION | TRANSFORMATION THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT Evaluation • Restate the goal • Assess for communication & marketing • Assess for availability and scheduling • Assess the adequacy of the content • Assess for personal goal attainment • Assess for an example of how the information has been used • Comment section
    21. 21. INSPIRATION | INNOVATION | TRANSFORMATION THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT Design • Electronic survey focusing on communication and marketing strategies, availability and scheduling of educational activities, content and attainment of the desired outcomes of each activity • Likert-type scale and free text responses that will be used to establish themes. The themes will drive further professional development and on-going educational interventions
    22. 22. INSPIRATION | INNOVATION | TRANSFORMATION THE NORMAN KNIGHT NURSING CENTER FOR CLINICAL & PROFESSIONAL DEVELOPMENT “People grow through experience if they meet life honestly and courageously. This is how character is built.” Eleanor Roosevelt

    ×