Fundamentals of quality improvement

of Quality Improvement
9.00-12.30
Helen Bevan and Goran Henriks
@goranhenriks @helenbevan #Quality19

Objectives of this session
• Understand WHY quality improvement is
important to everyone who works in health
and care
• Appreciate WHAT the different dimensions of
quality and the aims of health and care
improvement are
• Know HOW to go about improvement in your
own setting

What is quality improvement?
Paul Batalden and Frank Davidoff
What is “quality improvement” and how can it transform healthcare?

A human spectrogram
What is your level of skill and confidence
in quality improvement ?
HighVery low

The Academy of Medical Royal Colleges
framework:
• Understanding the system
• Human elements of change
• Measurement of change
• Implementing change
• Sustainability and spread of change
• Leadership and team-working
We are adding:
• Co-production with patients and families
• Safety

My quality improvement (QI) journey:
pick three cards
2. “Where are you now?
One card for how you are
using QI now
3. “Where are you going?”
One card about how you would like to use QI in
future
1. “Where are you from?”
One card that captures how you thought
and acted when you first thought about QI

Professional knowledge
 Subject knowledge
 Personal skill
 Values, ethics
Improvement knowledge
 Appreciation of a System
 Understanding variation
 Psychology
 Theory of Knowledge
Improvement of
diagnostic and
treatment
Improvement of
processes and
system in healthcare
Higher value for the patients
Reference: Stoltz, Batalden
A history of quality improvement

Work with
processes
Decisions
based on facts
CQI
Everybody
involved
Cornerstones in Quality
Improvement
Engaged leaders
Co-design
and
creation
Bergman & Klefsjö. Kvalitet från behov till användning. Studentlitteratur, 2012.

What are the differences between a
product and a service?

Our reality
I want to feel welcome and
that they see me as a Bertil
not my disease. ……Look even
to my wife Stina. Does she
need and get support?
We want to know what we
can expect , even if it is getting
worse, have a plan B what can
I do and in what way , where
can I turn to with my
questions?

Our reality
I want to be a part of the
improvement work so that it
really will be for the best for
Esther and not for the
organisation.
It is not enough to have
good intentions and
methods.
All will come back to the
experience of the customer.
The customer defines quality
and by the way it is fun to be
a part of improvement work

Ladder of participation
Partnership
Shared decision making
Influence
Dialogue
Information
Vackerberg 2014(inspired by Arnstein 1969 &
Castell 2013)

Quality of Service
Reliability
Communication skills
Responsiveness
Credibility
Availability
Security
The desire to correct errors

Quality can help to transform our
mindsets
• Expert eyes see what
is missing
• Loving eyes see what
exists and what you
have

Today´s
ambition of tomorrow -
explore and exploit
• Co learning
• Co llaborating
• Co creating
• Co nnectivity
• Co Me Passion IT (festival)

What really matters?
• https://www.youtube.com/watch?v=YG2xB
0poGo0
“Behind her
smiles and
spritely
personality,
health is a worry
for Mdm Teo.”

Understanding the system

“Valuesareeverything”
To give and support down-to-
earth, straightforward people the
possibility to grow, both as
individuals and in their life roles,
so that we are strongly committed
to creating a better everyday life
for ourselves and our customers.
Understanding the system

Do you
recognise any
similarities to
your situation
at home?
https://t.co/WBYIfOfUVK?amp=1
https://twitter.com/helenbevan/status/1172759046128058369

It begins with 5Ps – and the
microsystem
Patients/
Customers
Who are
they?
How well do
we know
them?
How do we
involve
them?
Processes/
Flow
How do we
learn more
about our
processes?
How do we
use our
outcomes?
How do we
become
better at
cooperating?
Patterns /
Results
What results
do we
follow?
How do we
evaluate
variations in
the clinical
work?
Patterns in
our business
over time?
People
The staff – who
are they?
How do we
use their skills?
How do we
involve them in
improvement
work?
How do they
increase their
understanding
about what they
shall accomplish?
P P P P P
Purpose
What are
our aims,
strategic
goals ?
Why are we
here?
What value
will we
deliver?
Reference: Godfrey, Nelson
+Passion

Mesosystem
Microsystem
Macrosystem
System levels
Reference: Norman, Bojestig, Henriks

Before and now
Dominant element
Disease
Care
Doctor and Nurse
Specialization
Hospitals
Episodic treatment
Standardisation
Patients comes to CG
The patient must have
patience
Produce
The new
Health
Support
Prevention
Team
Integrated treatment
Network
Follow-up care
Individual
Interaction at a distance
Proactive patients
Quality and safety
Drivers
The development
of knowledge
Demographics
Epidemiology
Technology
Robotisation
Costs
Patients
awareness
Social Networks
Complex systems

We all strive for a learning
organisation….
• A learning organisation is a social system
unlike a mechanical or biological system…..
the people in a social system—doctors,
nurses, technicians, and administrators—may
all bring different values and purposes to the
organisation.
• Without leadership there will be no common
purpose or values
Reference: Maccoby, Norman

Inför Budget 2016
”For a good life in an
attractive region”
Plan
DoStudy
Act
Quality as business strategy:
Promoting the idea of a learning
organisation

The organisation viewed as a system

Is your organisation a cathedral or a
bazaar?
http://www.unterstein.net/su/docs/CathBaz.pdf

The human elements of change

The human elements of change
Think about a specific time when you were
trying to make change happen and you needed
to get other people on board.
Share your stories on the table and pull out
three factors that all your stories have in
common

Mark Jaben on the science behind resistance to change
What NOT to do
(but what we usually do)
Engage
people here

Mark Jaben on the science behind resistance to change
What NOT to do
(but what we usually do)
We don’t need buyers (who “buy-in” to change)
We need investors
What TO do
Engage
people here
Engage
people here

Measurement of change

A friend asked you to consult on a personal
improvement project
Project aim: lose some weight
1. Identify the key concepts related to losing weight
2. Then specify measures that appropriately represent these
concepts
3. Organize your concepts and measures according to
– Outcomes
– Processes
– Balancing considerations
Exercise
Moving from a concept to a measure

Project aim: lose some weight
Type of
Measure
Concept Measure
Outcome 1. 1.
2. 2.
Process 1. 1.
2. 2.
Balancing 1. 1.
2. 2.

Core Component
1) Goals
Aim Statement
2) Content Theory
Driver Diagram or Change Package
3) Execution Theory
Logic Model
4) Data Measurement & Learning
Measurement Plan
5) Dissemination
Dissemination Plan
Five Core Components:
The Model for Improvement

Fundamentals of quality improvement

implementing change:
Being a change agent

Jeremy Heimens, Henry Timms New Power: How it’s changing the 21st Century and why you
need to know (2018)
new power
Current
Made by many
Pulled in
Shared
Open
Relationship
old power
Currency
Held by a few
Pushed down
Commanded
Closed
Transaction

The Network Secrets of Great
Change Agents
Julie Battilana &Tiziana Casciaro
As a change agent, my centrality in the
informal network is more important than
my position in the formal hierarchy

People who are highly connected have
twice as much power to influence
change as people with hierarchical
power
Leandro Herrero
http://t.co/Du6zCbrDBC

Find the 3% “super-connectors”!
Source: Organisational Network Analysis by Innovisor
Just 3% of
people in the
organisation or
system typically
influence 85% of
the other people
.Influencers

Why superconnectors?
A major cause of change failure is poor
dialogue with the informal organisation
The 3% informal influencers:
• Have the relationships, networks, content and
context
• drive the perceptions of other people
• are the go-to people for advice
• make sense of things and reduce ambiguity for
others
• Are trusted by peers more than formal leaders are
trusted
• Are largely unknown to formal leaders
Source: Innovisor
Source of
graphic: The
Strategy Group

Find the 3%: meet David Morgan,
North East Ambulance Service
• “Dave knows everyone in
the ambulance service, not
just in the North East ”
• “He’s really influential on
Twitter and loads of
ambulance staff use Twitter
for work topics”
• “Dave wants to help you
sort out issues”
• “He is respected by senior
people and by frontline”

Sources
Innovisor Evidence-based change
McKinsey Tapping the power of hidden influencers
Mike Klein Internal influencers: actionable and no longer optional
How do you find your superconnectors?
Ask other people!
Who do you
go to for information
when you have concerns
at work?
Who’s advice do you
trust and resect?

What does this mean for me?
- Build your connections
and relationships
- Be a model of trust and
positive behaviours
- Always, always follow up
Be a
superconnector
Source of
graphic: The
Strategy Group

What does this mean for me?
- Build your connections
and relationships
- Be a model of trust and
positive behaviours
- Always, always follow up
Be a
superconnector
- Get their insights
- Engage them in
change
- Stay connected for the
long haul
Find your
superconnectors

As senior leaders, we may be less
influential than we think
If we want to get the same level of influence
through top down change as the 3% get, we
need four times more people
Source : Jeppe Hansgaard

Tomorrow’s management
systems will need to value
diversity, dissent and
divergence as highly as
conformance, consensus
and cohesion.”
Gary Hamel

What happens to
rebels/heretics/radicals/mavericks
in organisations?
Source of image: thinglink.com
?

We need to be boatrockers!
Source: Debra Meyerson
• Rock the boat but manage to stay in
it
• Walk the fine line between
difference and fit, inside and outside
• Conform AND rebel
• Capable of working with others to
create success NOT perceived by
others as a destructive
troublemaker

Source: adapted from Rebels at Work

“A cynic, after all, is a
passionate person who
does not want to be
disappointed again.”
Source of graphic: Benjamin Zander’s TED talk

More reading
Source of graphic : Umair Haque
Lois Kelly and Carmen Medina The rebel at
work handbook
Harvey Schachter How to be a rebel, not a
troublemaker at work
Debra Meyerson Tempered radicals: how
people use difference to inspire change at work
Jane Watson A spotter’s guide to rebels and
cynics
Umair Haque How to be more loving in a
cynical world
Clark Quinn Skeptical optimist or hopeful cynic?@helenbevan #AfPPResi19

Sustainability and spread

Spreading and sustaining change
Spread: “when new practice is disseminated
consistently and reliably across a whole system
and involves the implementation of proven
interventions in each applicable care setting’.
Sustainability: “when new ways of working and
improved outcomes become the norm”
Shelly Jeffcott

Across the globe, people are questioning the
conventional “spread” model
Pilot project Rolling out
“If we opened our eyes we would see the wonderful irony. Trying
to manage human change through pilot and roll-out has actually
grown something. A proliferation of project managers”.
John Atkinson

Because the reality is often different

The factors for sustainability and for
spread are the same
We have to think about them at
the beginning of change

The Change Model: factors for spread and
sustainability from the start

0
2
4
6
8
10
Our shared purpose
Spread of innovation
Improvement
methodology
Rigorous delivery
Transparent
measurement
System drivers
Engagement to
mobilise
Leadership for change
What's our prognosisfor this
asthma pathwayproject?
Leadership by all
Measurement
System drivers
Motivate and mobilise
Project and
performance
management
Improvement
tools
Spread and
adoption

The Change Model:
Think about a
project you
are working
on at present:
Give yourself
a score out of
five for each
factor

Leadership and team working

https://www.youtube.com/watch?v=ZTbZGAeJ374
78 133 has seen the Hand washing video
Develop the robust microsystem
Togetherness, passion, inspiration, patient
centeredness
About hand disinfectant, gloves and robustness

Strategic intelligence, leadership philosophy
and profound knowledge
Transforming Health
Care leadership
Maccoby, Norman,
Norman, Margolies

Microsystem team work
Reference: Bardon, Bojestig, Nilsson, Henriks

To make the
transformation happen
Norman, API

A comprehensive leadership philosophy include
4 elements, based on the answers to these
questions:
1. What is the purpose of my organisation?
2. What ethical and moral reasoning determines the
key decisions we make?
3. What practical values do we need to practice to
achieve the purpose?
4. How do we define goals and results so they are
consistent with our purpose and values?
Transforming Health Care leadership
Maccoby, Norman, Norman, Margolies

Co-production with patients and
families

http://bemyeyes.com/
Be My Eyes is an app that connects blind and visually impaired with sighted helpers
from around the world via live video connection.
@SaraRiggare

Ejje https://vimeo.com/55094566

Quality 3.0
Göran Henriks & Paul Batalden

How might we improve the value
of the contribution that
healthcare service makes to
health?

Quality 1.0
• Professional
societies
• Accreditation
• “Be at least this
good…” (floor)
• Standards
• Discipline-focus
• Audits/inspections
• Indicators
• Guidelines…
Quality 2.0
• System/process
• Variation &
“statistical thinking”
• Intrinsic motivation
• Learning from
testing change
• “Customer”
mindedness
• “Improvement &
Implementation”
• “Be as good as
possible” (ceiling)
• Outcomes focus,
measurement
• Quality “in”…
Quality 3.0
• Ownership of “health”
service & product
• Relationship + action
• Service coproduction
• Lived reality of TIFKAP,
TIFKAPro
• “As is” system journey
• Science-informed practice
• Heterogeneity
• Integrative thinking
• Prototyping
• Value-creating system
architectures
• Quality “of”…
Paul Batalden
August, 2019
Not: 1.0 vs 2.0 vs 3.0
Rather: 1.0 + 2.0 + 3.0

Key principles

Relationship ActionKnowledge,
skill, habit,
shared
power,
willingness to
be vulnerable
•trust
•respect
•kindness
•truth-seeking/telling
•consistently
•contextually
sensible, timely
steps
•science-informed
•good resource-use
•empirically
evaluated

…at an individual level
Design, design science
Supportive system, context Agency
Integrative thinking

M. Batalden, et al
…at a macrosystem level

Safety

Patient safety
“Patient safety is a discipline in the healthcare
sector that applies safety science methods
toward the goal of achieving a trustworthy
system of healthcare delivery.
Patient safety is also an attribute of healthcare
systems; it minimises the incidence and impact
of, and maximizes recovery from, adverse
events.”

What does it mean to be safe?
Patient safety is the absence of
preventable harm to a patient during
health care.
Patient safety is the coordinated efforts to
prevent harm, caused by the process of
health care itself, from occurring to
patients.
We always notice when
something unexpected
happens (accident, incident,
harm). We react to it, as
individuals and organisations.

Same process, different outcomes

What happens when
“nothing” happens?
Safety -I
(protective
safety)
Safety -II
(productive
safety)

Safety I and Safety II
Let´s
talk!

A new safety mindset
• Focus on what is right rather than what is going
wrong,
• Change the definition of security from "avoid
something goes wrong" to "make sure everything
goes right."
• Specifically, the new safety awareness ability to
succeed under varying conditions, so that the
number of deliberate and acceptable results is as
high as possible.

We will accelerate our efforts
• We are moving from reactive approaches to
proactive approaches and methods
• We have a center for learning and
innovation in patient safety
• We have an academy which is jointly owned
by the college, region and municipalities

A human spectrogram
What is your level of skill and confidence
in quality improvement ?
HighVery low

Our finale: “Snowstorm”
• Write down one key thing you have
learnt from this workshop on a sheet of
white paper

white paper
• Screw the paper up

white paper
• On the signal, throw your paper
snowball in the air

• Write down one key thing you have learnt
from this workshop on a sheet of white
paper
• On the signal, throw your paper snowball in
the air
• Pick up a snowball that lands near you and
read it aloud to the rest of your table

Fundamentals of quality improvement

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