Offering the latest news in health care quality and safety, the ISQua blog also features guest posts from the best and brightest in the industry.
Quality is made up of interconnecting circles of complex activity; however, we are conditioned to see and think in quality straight lines. What we see depends on what we are prepared to see. Without exploring assumptions, healthcare organizations will be held hostage to indifference to quality failure and will be unable to reach quality improvement potential.
As we look to the future, the healthcare industry is at a critical juncture. The rapid development of theories on how to deliver safe, person-centred care means that we can no longer rely on the excuse that “healthcare is different” from other industries and cannot be reliable and safe. People are now demanding safety and reliability in the care they receive, and they want to be treated as people who happen to be ill rather than as a number or a disease.
The last month has been pretty busy for me as the ISQua conference took place in Cape Town. This affords me the opportunity to reflect on the key lessons that came out of the conference that may apply to the Irish Healthcare system. There is more than enough for more than one article so I probably will use the concepts over a few, writes Dr. Pater Lachman.
Improving the patient experience requires a change in culture. This change must be embraced by and reflected in the actions of everyone within the healthcare system. Furthermore, everyone must understand the fundamental truth that “quality and patient safety improvement” is an ongoing and healthy process of changing mindsets.
In the last 10 years, a lot has happened around the world as far as healthcare quality and patient safety is concerned.
This includes efforts from the World Health Organisation (WHO), the epitome of healthcare-related enterprise, to Ministries of Health, and down to single-doctor clinics.
These efforts cover the most developed nations as well as least developed. Huge praise should be given to leaders at all levels for driving the agenda.
In 1985, I was one of a small group of people who were invited to a conference in Udine, Italy, with sponsorship from the World Health Organization (WHO), to explore the growing interest in measuring and improving the quality of healthcare services. One result of that meeting was the formation of a new professional association---the International Society for Quality Assurance in Healthcare. I had the pleasure of serving as a board member of that fledgeling organization for nine years, including serving as its president from 1989 to 1991.