The IHI Triple Aim You may find it useful to revisit these suggested resources from Assessment 1 on the IHI Triple Aim as you formulate your thinking around the IHI Triple Aim section of your analysis and leadership action plan:  · Berwick, D. M., Nolan, T. W., & Whittington, J. (2008). The triple aim: Care, health, and cost. Health Affairs, 27(3), 759–769. · Institute for Healthcare Improvement. (2018). IHI triple aim initiative. Retrieved from http://www.ihi.org/Engage/Initiatives/TripleAim/Pages/default.aspx 1 Importance and Features of Continuous Quality Improvement (CQI) Depending on the organization, continuous quality improvement (CQI) programs differ in size and scope. Likewise, they may be called a variety of names, such as quality and performance improvement, quality management, regulatory compliance, and quality improvement (Sollecito & Johnson, 2013). Despite the progress in CQI, health care quality improvement requires greater continued efforts due to the health care environment’s vibrant and complex nature. CQI is a "structured organizational process for involving personnel in planning and executing a continuous flow of improvements to provide quality health care that meets or exceeds expectations" (Sollecito & Johnson, 2013, p. 4). A common set of features characterizes CQI, which includes the following (Sollecito & Johnson, 2013, pp. 4–5): • A link to key elements of the organization's strategic plan. • A quality council made up of the institution's top leadership. • Training programs for personnel. • Mechanisms for selecting improvement opportunities. • Formation of process improvement teams. • Staff support for process analysis and redesign. • Personnel policies that motivate and support staff participation in process improvement. • Application of the most current and rigorous techniques of the scientific method and statistical process control. For CQI to flourish within an organization, it needs to be rooted in the organization’s culture. Culture is the combination of shared attitudes, values, competencies, goals and behaviors that define the organization's practices (Silva, Barbosa, Padilha, & Malik, 2016). All stakeholders within the organization are responsible for health care quality and safety. Leaders who wish to create a safety culture must first assess their organization's readiness to implement the necessary safety practices. In addition, the Agency for Healthcare Research and Quality (AHRQ) has created culture assessment tools that allow organizations to identify benchmarks to establish a culture of safety in comparison to similar hospitals or hospital units. The fair and just culture concept encourages leaders to ask what happened instead of who made the error (Pelletier & Beaudin, 2018). Additionally, a fair and just culture aids in making the system safer. Stakeholders understand errors are inevitable and that all errors need to be reported, even when events may .

1. The IHI Triple Aim
You may find it useful to revisit these suggested resources from
Assessment 1 on the IHI Triple Aim as you formulate your
thinking around the IHI Triple Aim section of your analysis and
leadership action plan:
· Berwick, D. M., Nolan, T. W., & Whittington, J. (2008). The
triple aim: Care, health, and cost. Health Affairs, 27(3), 759–
769.
· Institute for Healthcare Improvement. (2018). IHI triple aim
initiative. Retrieved from
http://www.ihi.org/Engage/Initiatives/TripleAim/Pages/default.a
spx
1
Importance and Features of Continuous Quality
Improvement (CQI)
Depending on the organization, continuous quality improvement
(CQI) programs differ
in size and scope. Likewise, they may be called a variety of
names, such as quality and
performance improvement, quality management, regulatory
compliance, and quality
improvement (Sollecito & Johnson, 2013). Despite the progress
in CQI, health care
quality improvement requires greater continued efforts due to
the health care
environment’s vibrant and complex nature.
CQI is a "structured organizational process for involving

2. personnel in planning and
executing a continuous flow of improvements to provide quality
health care that meets
or exceeds expectations" (Sollecito & Johnson, 2013, p. 4). A
common set of features
characterizes CQI, which includes the following (Sollecito &
Johnson, 2013, pp. 4–5):
• A link to key elements of the organization's strategic plan.
• A quality council made up of the institution's top leadership.
• Training programs for personnel.
• Mechanisms for selecting improvement opportunities.
• Formation of process improvement teams.
• Staff support for process analysis and redesign.
• Personnel policies that motivate and support staff participation
in process
improvement.
• Application of the most current and rigorous techniques of the
scientific method
and statistical process control.
For CQI to flourish within an organization, it needs to be rooted
in the organization’s
culture. Culture is the combination of shared attitudes, values,
competencies, goals and
behaviors that define the organization's practices (Silva,
Barbosa, Padilha, & Malik,
2016). All stakeholders within the organization are responsible
for health care quality
and safety.
Leaders who wish to create a safety culture must first assess
their organization's
readiness to implement the necessary safety practices. In

3. addition, the Agency for
Healthcare Research and Quality (AHRQ) has created culture
assessment tools that
allow organizations to identify benchmarks to establish a
culture of safety in comparison
to similar hospitals or hospital units. The fair and just culture
concept encourages
leaders to ask what happened instead of who made the error
(Pelletier & Beaudin,
2018). Additionally, a fair and just culture aids in making the
system safer. Stakeholders
understand errors are inevitable and that all errors need to be
reported, even when
events may not cause patient harm (Pelletier & Beaudin, 2018).
2
Pelletier and Beaudin emphasize how critical it is for leaders to
assume responsibility
for driving improved patient safety practices throughout the
organization (2018). To
demonstrate this, leaders need to incorporate health care safety
practices as a part of
the organization's strategic direction and to develop goals to
guarantee adoption and
measurement of safe practices. The governing body or board of
directors is responsible
for endorsing and upholding quality of care and preserving
safety. Quality oversight is
recognized more clearly as a core fiduciary duty relating not
only to financial health and

4. reputation but to safety and quality of care (Pelletier &
Beaudin, 2018).
References
Pelletier, L. R., & Beaudin, C. L. (2018) HQ solutions:
Resource for the healthcare quality
professional (4th ed.). Philadelphia, PA: Wolters Kluwer.
Silva, Natasha Dejigov Monteiro da, Barbosa, A. P., Padilha, K.
G., & Malik, A. M. (2016).
Patient safety in organizational culture as perceived by
leaderships of hospital institutions
with different types of administration. Revista Da Escola De
Enfermagem Da U S P, 50(3),
490-497.
Sollecito, W. A., & Johnson, J. K. (2013). Mclaughlin and
Kaluzny's continuous quality
improvement in health care (4th ed.). Burlington, MA: Jones &
Bartlett Learning.
Importance and Features of Continuous Quality Improvement
(CQI)