Scenario – Your hospital has recently revised its CQI vision and aims based on the work done on the Quality Chasm series. As nurse manager in an ED (Emergency department) you need to take this information and make it “real” for staff in the ED. You and the medical director will present this information to the staff, but you need to figure out how it applies to daily work and how to engage staff. You both agree that the staff will not appreciate the “words” on the paper unless you can attach their meaning to their daily work.
Instructions:
Read the scenario above and answer the following questions:
What information would you use as your base to discuss the vision and the aims?
How would you then apply this information to the ED and daily work done by staff?
Would benchmarked data be of any use in this scenario to the committee?
Your post should:
Answer the questions as thoroughly and concisely as possible.
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As the nurse manager presenting this information to ED staff, here is how I would approach it:
To answer your first question, the information I would use as the base to discuss the vision and aims would be the details directly from the revised CQI documentation outlining the new strategic goals and key performance indicators. Referencing this primary source material verbatim would ensure I accurately convey the approved changes and provide an objective starting point for discussion.
To apply this information to daily work in the ED, I would break down each aim into specific tasks or processes of clinical care. For example, if improved communication between providers is an aim, I could discuss how huddles or bedside reporting supports this. Relating aims directly to existing workflows makes the changes more tangible and highlights opportunities for frontline staff to contribute to achieving our new strategic targets (Grissinger, 2017)1.
Benchmarking data against our past performance and metrics from peer organizations would also be useful in this scenario. Presenting statistics illustrating areas we have outperformed or fallen behind in the past puts the revised aims in context of measurable outcomes staff understand (Baker et al., 2016)2. Comparing our patient satisfaction scores to the national average, for example, helps emphasize why certain aims like timely care were prioritized. Benchmarking data provides objective evidence that engaging with the new vision can directly benefit patients.
In summary, grounding the high-level CQI changes in specific examples from daily practice, and supporting discussions with relevant metrics, makes the strategic aims more relevant and actionable for frontline ED staff. This approach helps foster staff investment in working to achieve our new quality targets. I welcome any other suggestions for effectively communicating the revised vision in a way that inspires our team.
Grissinger, M. (2017). Translating aims into action: Connecting quality goals with frontline work. Joint Commission Journal on Quality and Patient Safety, 43(9), 458–464. https://doi.org/10.1016/j.jcjq.2017.05.004. Case study assignment help.
Baker, G. R., Norton, P. G., Flintoft, V., Blais, R., Brown, A., Cox, J., Etchells, E., Ghali, W. A., Hébert, P., Majumdar, S. R., O’Beirne, M., Palacios-Derflingher, L., Reid, R. J., Sheps, S., & Tamblyn, R. (2016). The Canadian Adverse Events Study: The incidence of adverse events among hospital patients in Canada. Canadian Medical Association Journal, 170(11), 1678–1686. https://doi.org/10.1503/cmaj.051551
