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Biomedical subjects

P Batalden

Publications and source records attributed to P Batalden.

14 recordsLinked to original sources
PubMed2000

Using data to improve medical practice by measuring processes and outcomes of care.

BACKGROUND: The purpose of this article is to help clinicians expand their use of data to improve medical practice performance and to do improvement research. Clinical practices can be viewed as small, complex organizations (microsystems) that produce services for specific patient populations. These services can be greatly improved by embedding measurement into the flow of daily work in the practice. WHY DO IT?: Four good reasons to build measures into daily medical practice are to (1) diagnose strengths and weaknesses in practice performance; (2) improve and innovate in providing care and services using improvement research; (3) manage patients and the practice; and (4) evaluate changes in results over time. It is helpful to have a "physiological" model of a medical practice to analyze the practice, to manage it, and to improve it. One model views clinical practices as microsystems that are designed to generate desired health outcomes for specific subsets of patients and to use resources efficiently. This article provides case study examples to show what an office-based practice might look like if it were using front-line measurement to improve care and services most of the time and to conduct clinical improvement research some of the time. WHAT ARE THE PRINCIPLES FOR USING DATA TO IMPROVE PROCESSES AND OUTCOMES OF CARE?: Principles reflected in the case study examples--such as "Keep Measurement Simple. Think Big and Start Small" and "More Data Is Not Necessarily Better Data. Seek Usefulness, Not Perfection, in Your Measures"--may help guide the development of data to study and improve practice. HOW CAN A PRACTICE START TO USE DATA TO IMPROVE CARE AND CONDUCT IMPROVEMENT RESEARCH?: Practical challenges are involved in starting to use data for enhancing care and improvement research. To increase the odds for success, it would be wise to use a change management strategy to launch the startup plan. Other recommendations include "Establish a Sense of Urgency. (Survival Is Not Mandatory)" and "Create the Guiding Coalition. (A Small, Devoted Group of People Can Change the World)." SUMMARY: Over the long term, we must transform thousands of local practice cultures so that useful data are used every day in countless ways to assist clinicians, support staff, patients, families, and communities.

Clinical Medicine↗
PubMed1998

Looking at care from the inside out: a conceptual approach to geriatric care.

Today, managing care from the "outside in" is the predominant model for changing health care. The risk of this outside-in approach is that the health care system may lose sight of the people and communities for which it serves and cares. In this article, an "inside-out" model for viewing health care in a geriatric population is presented from the perspective of patients and providers, placing the provider in a proactive rather than reactive role. By focusing attention on the outcomes or value a patient is experiencing, providers are challenged to consider new ways of managing care.

Aged↗
PubMed1995

The total costs of illness: a metric for health care reform.

Systems thinking is a fundamental element of quality management and should be a fundamental element of health care reform. An implication of systems thinking is that one aim of health care should be to minimize the total costs of illness, not simply the direct medical expenditures. If we are to continue to improve health care over time, we should measure its impact on the total costs of illness to the patient, family, employer, and society. Thus a system of measurement is needed that quantifies total costs of illness and also suggests how these constituencies can collaborate to improve processes and reduce total costs. This article introduces the total costs of illness concept, contrasts it with societal costs of illness, describes a measurement system we developed to quantify it, and describes a case study examining the total costs of back injury illness to employers. We found that medical expenditures accounted for less than half of the total costs of illness, the average total costs of illness varied by over 350 percent among employers, and a simple metric (days off work) explained 62.5 percent of the variance in total costs of illness.

Accidents, Occupational↗
PubMed1993

Knowledge and skills needed for collaborative work.

The need for collaboration and cooperation in health care delivery is not news. But one of the first requests often made by leaders and others promoting collaborative work in organizations is for a "facilitator course." As the authors developed more knowledge about the real need, they understood that many of the barriers to collaborative work and learning in organizations can be reduced only by the top leaders, not by expert facilitators. The central knowledge that leaders need to support collaborative work is appreciation of work as a system.

Communication↗
PubMed1992

Do patient perceptions of quality relate to hospital financial performance?

Analysis confirms that patient perceptions of quality are associated with hospital financial performance. Multivariate analysis involving more than 15,000 patients discharged from 51 medical/surgical hospitals shows that discrete dimensions of hospital quality (i.e., medical and billing systems and discharge processes) explain approximately 17%-27% of the variation in financial measures such as hospital earnings, net revenue, and return on assets. The findings suggest that measurable improvements in patients' judgments of hospital quality might translate into better financial performance. The implications of these results and the limitations of the study are discussed.

Data Collection↗
PubMed1986

A comparison of the requirements for primary care physicians in HMOs with projections made by the GMENAC.

We compared staffing patterns in primary care specialties in three large health maintenance organizations (HMOs) with the national requirements for physicians in 1990 projected by the Graduate Medical Education National Advisory Committee (GMENAC). The HMOs varied in their use of nonphysician providers, family practice specialists, and subspecialists in internal medicine. Nevertheless, projections based on the average experience of these HMOs suggest that 20 percent fewer primary care physicians for children and 50 percent fewer primary care physicians for adults will be needed to meet national primary care needs in 1990 than projected by the GMENAC. As enrollment in HMOs continues to grow, their impact on national requirements for medical personnel will increase. The variety of staffing patterns found among HMOs operating in highly competitive markets suggests the importance of considering alternative configurations for meeting national requirements for primary care.

Boston↗
PubMed1975

Manpower training and child-development services.

Making quality child-development services available for children of mothers in one vocational training program significantly improved the mothers' performances. On the average, mothers with children receiving these services stayed in the Job Corps longer and more frequently completed their vocational training program. Since longer length of stay and program completion show a positive correlation with a better chance of placement and higher initial wage, the new Job Corps program improves a mother's potential for economic self-sufficiency. In addition, mothers in the program are able to learn how to better understand their children and provide for their needs. Nonresident mothers in the new mother-and-child program performed as well as resident mothers. This similarity points towards the widespread potential for initiating similar programs in many vocational training and educational settings. If, as in the Job Corps program, providing quality child-care arrangements for mothers in such settings as high schools, colleges, other manpower training programs, prisons, and places of employment can improve the mother's general motivation, enhance her earning capacity, and improve her ability to be a good mother, then dollars invested in these programs will show a high return.

Adolescent↗
PubMedDate not supplied

A framework for the continual improvement of behavioral healthcare. Part II--Policy for leadership.

In the first part of this article, published in the November/December 1993 issue of Behavioral Healthcare Tomorrow, the authors presented a framework for understanding the process of continuous quality improvement in the behavioral healthcare setting. Four elements of continual improvement were identified: underlying knowledge, policy for leadership, tools and methods, and daily work applications. They showed how traditional professional knowledge of one's subject, discipline and values must be augmented by improvement knowledge--which quality improvement guru W. Edwards Deming calls "the system of profound knowledge." In Part II, they focus on the second element of continual improvement, the importance of organizational leadership.

Decision Making, Organizational↗