Outline of ideas to advance the science of transforming health care organizations. 81. “Advancing Transformational Science”, Bridges to Sustainable Healthcare Transformation Through Evidence, Partnerships & Technology: 19th International Conference San Francisco, CA, January 19-22, 2011.
Team Awareness Team Resilience: Evidence-based backgroundJoel Bennett
Originally presented at Conference:
http://www.apa.org/wsh/final-program.pdf
Originally presented at Symposium
Protecting and Promoting Total Worker Health
The 10th International Conference on Occupational Stress and Health
SYMPOSIUM TITLE: Total Worker Health™ and Health Promotion Interventions
SYMPOSIUM CHAIR: Anthony D. LaMontagne, ScD, MA, MEd, McCaughey
VicHealth Centre for Community Wellbeing, Melbourne School of
Population and Global Health, University of Melbourne, Australia
PAPER TITLE: Reaching Emerging Adults With Workplace Health Promotion: Evidence-Based Adaptations in Three Settings
Joel B. Bennett, PhD, OWLS, Fort Worth, TX
BC Patient Safety Quality Forum (BCPSQC), Story board presented 2013. Highlights from research and projects engaging patients, families, public, physicians and health providers in improved access to health care resources and participating in decision-making. Also on http://www.slideshare.net/paulgallant/"paulgallant my other Slideshare account
Nudging the Culture of Wellness: Evidence-Based Approachguest589257a
WEBINAR FROM
http://www.nationalwellness.org/index.php?id_tier=128&id_c=225
(Can listen to audio there)
Healthy work cultures are not "built" as much as "nudged" over time. Nudge means gradual, intentional, peer-to-peer positive interaction and encouragement. Recognized in the National Registry of Evidence-Based Programs and Practices (NREPP), "Team Awareness" (TA) has provided nudge training to over 10,000 workers in various industries. Join this session to learn how any culture of health effort must consider the work group, leadership, and social health.
We will explain how TA works, how to start using quick tools from TA, and three tenets of wellness cultures: (1) Costs are incurred if you only invest in individual health when the work culture is toxic; (2) Strong wellness program don't guarantee worker engagement; (3) The strongest workplace influence on employee health is his or her immediate work-group and supervisor.
This third tenet is a force-multiplier which you can jump-start by empowering work groups to know their health benefits, coping skills, tolerance levels for unhealthy practices, by reviewing basic listening skills, and through NUDGE: Notice who may need your encouragement; Understand your role; Decide if you should say something; if so, use GUIDELINES for communication, and then Encourage!
Following the webinar, participants will be able to:
describe the six modules of Team Awareness and why it has been so effective
use tools from the Team Awareness curriculum
understand the basic steps of nudging
Soccnx III - Using Social for social good - the case for Social Business in H...LetsConnect
Speakers: Bill Looby
"Social Business for Healthcare Social is everywhere. Patients and providers are living in a socially networked world. Healthcare is a social business. Are you ready? Social businesses leverage collaboration capabilities to connect people and break down traditional boundaries. They activate networks of people that apply relevant content and expertise to improve and accelerate how work gets done. This is a demonstration of social business capabilities applied to healthcare for improved patient outcomes and efficiency of care delivery. See examples of connecting providers across acute and ambulatory care settings in new ways via social business technologies and open standards. Featured technologies include IBM Connections social business software for healthcare and IBM InfoSphere® HC solutions built on Initiate® technology.
Team Awareness Team Resilience: Evidence-based backgroundJoel Bennett
Originally presented at Conference:
http://www.apa.org/wsh/final-program.pdf
Originally presented at Symposium
Protecting and Promoting Total Worker Health
The 10th International Conference on Occupational Stress and Health
SYMPOSIUM TITLE: Total Worker Health™ and Health Promotion Interventions
SYMPOSIUM CHAIR: Anthony D. LaMontagne, ScD, MA, MEd, McCaughey
VicHealth Centre for Community Wellbeing, Melbourne School of
Population and Global Health, University of Melbourne, Australia
PAPER TITLE: Reaching Emerging Adults With Workplace Health Promotion: Evidence-Based Adaptations in Three Settings
Joel B. Bennett, PhD, OWLS, Fort Worth, TX
BC Patient Safety Quality Forum (BCPSQC), Story board presented 2013. Highlights from research and projects engaging patients, families, public, physicians and health providers in improved access to health care resources and participating in decision-making. Also on http://www.slideshare.net/paulgallant/"paulgallant my other Slideshare account
Nudging the Culture of Wellness: Evidence-Based Approachguest589257a
WEBINAR FROM
http://www.nationalwellness.org/index.php?id_tier=128&id_c=225
(Can listen to audio there)
Healthy work cultures are not "built" as much as "nudged" over time. Nudge means gradual, intentional, peer-to-peer positive interaction and encouragement. Recognized in the National Registry of Evidence-Based Programs and Practices (NREPP), "Team Awareness" (TA) has provided nudge training to over 10,000 workers in various industries. Join this session to learn how any culture of health effort must consider the work group, leadership, and social health.
We will explain how TA works, how to start using quick tools from TA, and three tenets of wellness cultures: (1) Costs are incurred if you only invest in individual health when the work culture is toxic; (2) Strong wellness program don't guarantee worker engagement; (3) The strongest workplace influence on employee health is his or her immediate work-group and supervisor.
This third tenet is a force-multiplier which you can jump-start by empowering work groups to know their health benefits, coping skills, tolerance levels for unhealthy practices, by reviewing basic listening skills, and through NUDGE: Notice who may need your encouragement; Understand your role; Decide if you should say something; if so, use GUIDELINES for communication, and then Encourage!
Following the webinar, participants will be able to:
describe the six modules of Team Awareness and why it has been so effective
use tools from the Team Awareness curriculum
understand the basic steps of nudging
Soccnx III - Using Social for social good - the case for Social Business in H...LetsConnect
Speakers: Bill Looby
"Social Business for Healthcare Social is everywhere. Patients and providers are living in a socially networked world. Healthcare is a social business. Are you ready? Social businesses leverage collaboration capabilities to connect people and break down traditional boundaries. They activate networks of people that apply relevant content and expertise to improve and accelerate how work gets done. This is a demonstration of social business capabilities applied to healthcare for improved patient outcomes and efficiency of care delivery. See examples of connecting providers across acute and ambulatory care settings in new ways via social business technologies and open standards. Featured technologies include IBM Connections social business software for healthcare and IBM InfoSphere® HC solutions built on Initiate® technology.
Taking Transformational Change To Scale.Doebbeling.3.9.10.FinalBrad Doebbeling
Taking transformational change to scale:Reducing MRSA and other infections.
5th National Pay for Performance Summit:
Mini Summit IV: Tools and Strategies to Support Transformational Change
San Francisco, CA, March 8-10, 2010
Supporting paper for NPT Master Class 'Getting ideas into Practice: normalising implementation of complex interventions across the healthcare system' - Collaborating for Better Care Partnership Master Class 23rd October 2014
Master Class 'Getting New Ideas in to Practice' presentation, Normalisation P...NEQOS
Master Class Presentation slides for 'Getting ideas into Practice: normalising the implementation of complex interventions across the healthcare system', Collaborating for Better Care Partnership Master Class with Dr Tracy Finch, Professor Carl May, Dr Tim Rapley.
Taking Transformational Change To Scale.Doebbeling.3.9.10.FinalBrad Doebbeling
Taking transformational change to scale:Reducing MRSA and other infections.
5th National Pay for Performance Summit:
Mini Summit IV: Tools and Strategies to Support Transformational Change
San Francisco, CA, March 8-10, 2010
Supporting paper for NPT Master Class 'Getting ideas into Practice: normalising implementation of complex interventions across the healthcare system' - Collaborating for Better Care Partnership Master Class 23rd October 2014
Master Class 'Getting New Ideas in to Practice' presentation, Normalisation P...NEQOS
Master Class Presentation slides for 'Getting ideas into Practice: normalising the implementation of complex interventions across the healthcare system', Collaborating for Better Care Partnership Master Class with Dr Tracy Finch, Professor Carl May, Dr Tim Rapley.
Iu Ahrq Hai Assessment Ctr Presentation Feb 22 2010 FinalBrad Doebbeling
75. Healthcare Associated Infections: Assessment Center Findings , Invited Talk, NCQIP, Agency for Healthcare Research and Quality, Bethesda, MD, February 22, 2010.
Our presentation at AMIA about our regional MRSA collaborative and use of health information technology to share MRSA colonization and infection data electronically.
Professor Elizabeth Waters, Coordinating Editor of the Cochrane Public Health Review Group & Melbourne School of Population Health, University of Melbourne
NHS Improving Quality was invited to take part in a recently held event that celebrated the work that is being done in partnership between the Pennine Acute Hospitals NHS Trust and AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP).
Gillian Phazey, Learning and Organisational Development Manager at Pennine Acute Hospitals NHS Trust explains:
'The Learning and Organisational Development and Governance teams at the Pennine Acute Hospitals NHS Trust have been working collaboratively with AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP) to support staff in developing knowledge and skills in this topic. The programme has been specifically designed to support colleagues wanting to gain an introduction to the fundamentals and concepts of quality improvement. So far, two cohorts of staff, from clinical and non-clinical areas of the Trust have completed the programme, and have completed quality improvement projects in their own work area to apply their knowledge. On 17th July a celebration event was held for cohort 2 where staff presented their work in poster or presentation form, the aim of which is to share and spread learning across the Trust. Projects were wide ranging, from introducing new processes to reduce complaints and drug errors, to improving patient experience by implementing new tools and techniques. The day was a great success with the Chief Executive and Chief Nurse in attendance. The Trust is highly supportive of this approach in equipping staff with these important techniques, and the programme supports not only our internal quality agenda and objectives, but more widely responds to the recommendations of the Berwick report. The next cohort is starting in September this year.'
Fiona Thow, Patient Safety Collaborative Delivery Lead at NHS Improving Quality delivered a keynote speech, (link to presentation slides) providing a national perspective on the plans for improving patient safety and took the opportunity to introduce the national safety collaboratives. She also highlighted the need for organisations and individuals to think differently about safety for both patients and staff.
This presentation was made at a large pharmaceutical company's R&D and corporate affairs campus - going a little more indepth than the one from the prior Science of Team Science Conference
Webinar on Quality Improvement Strategies in a Team-Based Care Environment CHC Connecticut
Building a quality improvement (QI) infrastructure within team-based care is an organizational strategy that will establish a culture of continuous improvement across departments and improve quality in all domains of performance. Many positions in primary care now require QI training as part of employees' professional development.
Our expert faculty discuss tools you can use to build and implement a QI infrastructure within your team-based setting to improve patient care.
Panelists:
• Deb Ward, RN, Senior Quality Improvement Manager, Community Health Center, Inc.
• Kathleen Thies, PhD, RN, Consultant, Researcher, Weitzman Institute
Getting Knowledge into Action for Best Quality HealthcareNHSScotlandEvent
NHS Education for Scotland and Healthcare Improvement Scotland are working with NHS Boards to define new approaches to implementing and sharing knowledge which support practitioners to get knowledge into action at the frontline. This shift in focus from accessing to applying knowledge will integrate knowledge management more closely with quality improvement. This interactive workshop will use creative knowledge management techniques to challenge the way we apply knowledge in practice.
Organization Development (OD) related diagnosis associated with the change in the ORG and the need to ensure that all people, process and technology are aligned. This looks at the need for diagnosis, theg purpose behind and the methods that allow for diagnosis.
Consortium metrics discussion with IOM Drug ForumMark David Lim
Presentation made to the IOM Forum on Drug Discovery, Development, and Translation to explore the possibility of metrics that evaluate the performance of biomedical research consortia
Similar to Advancing Transformational Science Doebbeling Cpmrc 1.22.11 (20)
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
1. Bridges to Sustainable Healthcare Transformation
Through Evidence, Partnerships & Technology:
19th International Conference
San Francisco, CA, January 19-22, 2011
Brad Doebbeling, MD, MSc
Professor of Medicine, Epidemiology, & Biomedical
Engineering, Indiana University School of Medicine
Senior Scientist, IU Center for Health Services Research,
Indianapolis VA COE, Regenstrief Institute,
Indianapolis
Award Number: HHSA290200600013I, Task Order No. 4
4. Socio-technical Systems Framework
Social Subsystem Technical Subsystem
• Key stakeholder views • Usability
• Patient barriers/facilitators • Functionality/scope
• Organizational buy-in • Computer/IT support
• Leadership support Joint Optimization •Flexibility in IT tools
• Training • Integration of CDS - •Iterative design
• Unintended social for CRC screening - • Unintended technical
consequences into clinical workflow consequences
External Subsystem (Context)
• PERFORMANCE MEASUREMENT
• Workload
• Financial factors
• Unintended external consequences
Westbrook et al., JAMIA, 2007; Harrison et al., JAMIA 2007
5. Panarchy or Ecocycle Model of Change
Renewal Maturity
Creative
Birth
Destruction
For more information on the ecocyle go to
http://www.plexusinstitute.org/edgeware/archive/think/main_aides9.html
6. Institutional level
A change in culture
A change in laws
A change in resource
distribution/availability
Organizational level
A change in strategies
A change in procedures
A change in resource
distribution/availability
Network or group level
A change in conversation
A change in routine
A change in resource
commitment or influence
Individual level
―Getting To Maybe: How the World is Changed‖
A change of heart Frances Westley, Brenda Zimmerman, Michael
A change of habits Patton, 1996, Random House Canada
A change of ambition
8. Social Network Analysis
Reveals communicative patterns
of complex groups and teams
Identifies the strength and frequency
of connections
(e.g., with whom and how often do you
communicate about reducing MRSA)
Describes current network in
general & MRSA Bundle
implementation in particular
Tool for Implementation & Spread
9. Example – Before – Montana Hospital
Obvious
clusters, not well
integrated
Core not dense
enough Core not diverse
– too small
10. Example – After – Montana Hospital
Core is much
more dense
Core is more Still room for
diverse – more improvement…
departments and
roles present
13. Strategies from Regenstrief Conference
Complex Adaptive Systems -Conceptual framework of complexity dynamics and complex
Framework adaptive systems.
-Ground quality improvement strategies in a theoretical perspective
that views primary care practices as dynamic complex adaptive
systems
Fostering Organizational -Conceptualize organizations as a series of conversations.
Redesign -The creation of healthy work cultures depends upon
communication, teamwork, trust and partnerships.
-Enhance the quality of listening, to foster openness and trust
Appropriate Performance -Develop new approaches to evaluation of the performance
Measures and Incentives measurement system.
-Develop new measures to identify and address gaps in the current
system.
Continuous Learning -End-users need to make the research ―right‖ for their context—
Organizations customize guidelines for local use.
-Continuous learning organizations set measurable targets for
change, assess progress and provide feedback to stakeholders.
Integrating Health Information -The implementation of evidence-based tools, resources and
and Communication information systems at the point of care.
Technologies -The use of telemedicine/Personal Health Records to improve
access to care and improve health outcomes.
Doebbeling & Flanagan, Medical Care (in revision, 2011)
14. Related Research Questions
Complex Adaptive Systems Framework -What organizational change strategies are based
on complexity science principles?
-How do they create and sustain change?
-What characteristics foster using a complexity
science perspective in transformation efforts?
Fostering Organizational redesign -What organization redesign strategies facilitate
the creation of healthy work cultures?
-How can implementations be tailored to suit
different organizations and patient populations?
Appropriate Performance Measures and Incentives -What performance measures/incentives
encourage collaboration and coordinated care
among providers?
-How can performance measurement be more
dynamic to continually adapt to healthcare
changes?
Continuous Learning Organizations -What barriers and facilitators exist for end-users
to customize guidelines for use?
-What strategies and investments work best for
continuous learning organizations?
Integrating Health Information and Communication -What type of health information promotes
Technologies collaboration between patient and provider?
-What health information innovation development
implementation strategies influence uptake?
Doebbeling & Flanagan, Medical Care (in revision, 2011)
19. SHARE
My Conclusions Their Conclusions
ASK
SHARE
My Analysis Their Analysis
ASK
SHARE
Relevant Data Relevant Data
ASK
DATA POOL
DATA POOL
From Argyris & Schon
25. DELIVERY SYSTEM FOAs
1. RFA 10-012 -- Comparative Effectiveness Delivery System Evaluation Grants –
R01 (Michael Harrison)
Research on existing designs or redesigns (interventions) in payment,
reporting, and organization of care delivery
CER= compare alternative designs or redesigns; compare one redesign to
status quo accepted as current policy
2. RFA 10-013 Comparative Effectiveness Delivery System Demonstration Grants –
R18 (Michael Harrison)
(A) Demonstration of redesigns in
primary care
care continuum
payment and reporting
(B) Research on implementation and effectiveness of these redesigns
3. RFA 10-014 -- Accelerating Implementation of Comparative Effectiveness
Findings on Clinical and Delivery System Interventions by Leveraging AHRQ
Networks – R18 (Dina Moss)
PURPOSE: Spread of CER findings by leveraging the capacities of multi-
stakeholder or multi-site networks: Goal is implementation of existing
evidence, not creation of new evidence
Reporting of progress in achieving project goals is required –
evaluation is not; Evaluation to be conducted by external contractor.
26. Delivery System Evaluation FOA
10-012. Delivery System Evaluation Grants – R01 (a.k.a.
―Evaluation grants‖) (Harrison)
Evaluate ability of alternative system designs, change
strategies, and interventions to enhance system
performance (quality, efficiency, etc.); evaluate
applicability of change strategies across diverse
settings.
3-year projects with no extensions
$7 million allocated for 6-10 awards
Support Contractor -- Econometrica with sub to Booz
Allen for portal
6 funded
27. ARRA Delivery System FOA Grantees: Impacted Sites of Care
(1-2 sites per study)
14
13
12
11
13
10
9
8
7
6
5
4 7
3
2
3
1
0
Hospital Other Specialty Primary Care
28. ARRA Delivery System FOA Grantees:
Primary Health Conditions
Chronic Kidney
Disease, 1 Cardiological
Pediatric Health, Asthma, 1 conditions +
1 hypertension, 2
Orthopedics, 1
Mental Health +
substance abuse,
Multiple Chronic 4
Conditions, 6
31. Nation-wide Adoption of EHR
There is critical nation-wide need to improve health care
services while reducing cost
Federal goal is 50% EPR adoption by private clinics and
hospitals by 2016
Current adoption is ~ 14% for private hospitals and
clinics
Private providers have serious concerns about:
steep start-up cost
rejection by physicians
unknown, sustained overhead for training, tech support, etc.
disruption of health care workflows
32. SHARP program
Fill technology gaps for nation-wide, meaningful use of
electronic health records (EHR)
Awardee Research Focus Area
University of Illinois at
Security of Health
Urbana-Champaign
Information Technology
(#10510624)
The University of Texas
Patient-Centered Cognitive
Health Science Center at
Support
Houston (#10510592)
Healthcare Application and
Harvard University
Network Platform
(#10510924)
Architectures
Mayo Clinic College of Secondary Use of EHR
Medicine (#10510949) Data
33. Long-term Approach to Meaningful Use
Stage 3 – 2015
Stage 2 – 2013
Improved
outcomes
Advanced
oStage 1 – 2011
clinical
processes
Data
capture and
information
sharing http://www.cms.gov/ehrincentiveprograms/
Rtn
34. ―Process Improvement Through Participatory
Design of Health Information Systems‖
Tools and methods to make health care improvements
integral to the way HIT systems are created
Keith Butler, U Wash, SHARP-C
35. Care-centered design
As-is care
process
model
Improved
process
models Sensitivity
analysis Value to care
Better care
Trade-off process
analysis
Information usage
Cost-effective
S/W HIT system
Risk & cost
implement
ation
models
Information
architectures
Technology-centered design
Keith Butler, U Wash, SHARP-C
36. Acknowledgements
Funding from AHRQ
Testing Techniques to Radically Reduce Antibiotic Resistant
Bacteria HHSA2902006000131 (Completed)
Healthcare Associated Infections (HAI) Initiative Assessment
Program HHSA290200600013I (Current)
Implementing and Improving the Integration of Decision
Support into Outpatient Clinical
WorkflowHSA2902006000131(Current)
Funding from AHRQ and CDC
Testing Spread and Implementation of Novel MRSA-Reducing
Practices HHSA290200600013 (Current)
Thanks to our collaborators, partners, providers, patients!
Thanks to Michael Harrison, PhD, AHRQ and Keith Butler, PhD, U
Washington/SHARP-C
37. ―Collaboration‖ – What does it
mean?
―Alone we can do so little; together we can do so
much.‖ – Helen Keller
―Strength is derived from unity. The range of our
collective vision is far greater when individual
insights become one.‖ – Andrew Carnegie
Reveals communicative patterns of complex groups and teams Identifies the strength and frequency of the connections between members (e.g., with whom and how often do you communicate about reducing MRSA)Describes the current social network for work in general and the MRSA Bundle implementation in particular