ITEMS IN FPM ON TOPIC:
The authors share what they've learned about change management during their work with the TransforMed demonstration project.
Without it, practice transformation and optimal outcomes will be difficult to achieve.
The authors identify the typical two-layer organization of medical practices (with doctors and support staff functioning almost as separate organizations with separate missions) as a major impediment to the development of true patient-centered medical homes. They go on to propose strategies for overcoming the duality.
The article will describe how a large primary care clinic redesigned its processes and improved its quality, patient satisfaction and viability.
The author, a TransforMed facilitator, will share his strategy for optimizing communication among physicians and support staff by making sure the office layout encourages the right people to run into one another during the day.
The authors, who work for TransforMed, explain how implementing morning huddles helped improve office efficiency and improve staff attitudes at a practice, and how other family practices can try the same technique.
The article explains how blame, accusation and finger-pointing can doom quality improvement efforts, and it offers tips for fostering a "blame-free" culture within a medical practice so that physicians and employees can learn from mistakes and pursue quality improvement.
The author describes the concept of knowledge management, which has been examined in the business literature, to medical practices and applies it to medical practice, offering tips about how best to spread knowledge among staff.
The article describes strategies for developing positive, effective work relationships within a medical practice.