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Record W2309314772 · doi:10.2215/cjn.11501015

How to Sustain Change and Support Continuous Quality Improvement

2016· article· en· W2309314772 on OpenAlexaff
Samuel A. Silver, Rory McQuillan, Ziv Harel, Adam V. Weizman, Alison Thomas, Gihad Nesrallah, Chaim M. Bell, Christopher T. Chan, Glenn M. Chertow

Bibliographic record

VenueClinical Journal of the American Society of Nephrology · 2016
Typearticle
Languageen
FieldHealth Professions
TopicHealthcare cost, quality, practices
Canadian institutionsMount Sinai HospitalSt. Michael's HospitalUniversity Health NetworkToronto General HospitalUniversity of TorontoHumber River Regional Hospital
Fundersnot available
KeywordsQuality managementContext (archaeology)MedicineProcess managementQuality (philosophy)Health careSustainabilityProcess (computing)Task (project management)Organizational cultureService (business)Public relationsBusinessComputer scienceMarketingEngineering

Abstract

fetched live from OpenAlex

To achieve sustainable change, quality improvement initiatives must become the new way of working rather than something added on to routine clinical care. However, most organizational change is not maintained. In this next article in this Moving Points in Nephrology feature on quality improvement, we provide health care professionals with strategies to sustain and support quality improvement. Threats to sustainability may be identified both at the beginning of a project and when it is ready for implementation. The National Health Service Sustainability Model is reviewed as one example to help identify issues that affect long-term success of quality improvement projects. Tools to help sustain improvement include process control boards, performance boards, standard work, and improvement huddles. Process control and performance boards are methods to communicate improvement results to staff and leadership. Standard work is a written or visual outline of current best practices for a task and provides a framework to ensure that changes that have improved patient care are consistently and reliably applied to every patient encounter. Improvement huddles are short, regular meetings among staff to anticipate problems, review performance, and support a culture of improvement. Many of these tools rely on principles of visual management, which are systems transparent and simple so that every staff member can rapidly distinguish normal from abnormal working conditions. Even when quality improvement methods are properly applied, the success of a project still depends on contextual factors. Context refers to aspects of the local setting in which the project operates. Context affects resources, leadership support, data infrastructure, team motivation, and team performance. For these reasons, the same project may thrive in a supportive context and fail in a different context. To demonstrate the practical applications of these quality improvement principles, these principles are applied to a hypothetical quality improvement initiative that aims to promote home dialysis (home hemodialysis and peritoneal dialysis).

Fetched live from OpenAlex and de-inverted. Abstracts are not stored in this database: the inverted indexes are 8.6 GB of the frame’s 9.3 GB of text, and the host has 13 GB free.

How this classification was reachedexpand

Full frame machine prediction

Teacher imitation

Not calibrated prevalence, not ground truth. Human validation pending. The Gemma side is a direct model label for every work in the frame, read from the title-only record. The Codex side is a classifier learned from the 10,348 direct Codex labels and calibrated to design-weighted sample rates; fields without enough sample support carry no Codex call. Candidate is the union of the two sides; consensus is their intersection. These outputs are machine_predicted_unvalidated and are not human labels.

metaresearch head score (Codex)0.068
metaresearch head score (Gemma)0.145
Version: metacan-v3-hybrid-931329e0061cValidation status: machine_predicted_unvalidated
Candidate categoriesnone
Consensus categoriesnone
DomainCandidate signal: none · Consensus signal: none
Study designCandidate signal: Not applicable · Consensus signal: none
GenreCandidate signal: Commentary · Consensus signal: Commentary
Teacher disagreement score0.068
Threshold uncertainty score0.360

Distilled classifier scores by category (both heads)

CategoryCodexGemma
Metaresearch0.0680.145
Meta-epidemiology (narrow)0.0020.001
Meta-epidemiology (broad)0.0020.002
Bibliometrics0.0040.003
Science and technology studies0.0110.019
Scholarly communication0.0350.034
Open science0.0050.020
Research integrity0.0150.020
Insufficient payload (model declined to judge)0.0200.015

Machine scores (provisional)

The two teacher heads of the student model, read on this work. A score orders the frame for review; it never asserts a category, and the validation status ships verbatim with every row.

Baseline scores from an immature model (maturity gate not passed, 7 training rounds). Scores rank; they never assert a category.

Opus teacher head0.580
GPT teacher head0.583
Teacher spread0.002 · how far apart the two teachers sit on this one work
Validation statusscore_only:v0-immature-baseline · verbatim from the scoring run: score_only means the number may rank works, and no category label ships from it

Classification

machine, unvalidated

Machine predicted; a candidate call from one source (direct Gemma or distilled Codex), not a consensus.

The models applied no category: nothing in the taxonomy fit this work.
Study designNot applicable
Domainnot available
GenreCommentary

How this classification was reached, model by model and score by score, is at the end of the page under "How this classification was reached".

Quick stats

Citations180
Published2016
Admission routes1
Has abstractyes

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