Review the information in this week’s Learning Resources, including the first chapter in Pascale, Sternin, and Sternin book and the Bradley, Curry, Ramanadhan, Rowe, Nembhard, and Krumholz article. (Which are uploaded)
Reflect on health care quality problems or issues that warrant systems-level change. Consider the significance of each problem/issue
o How would you apply the principles of positive deviance to address this problem/issue? What specific steps would you take to move from identification of the problem/issue through evaluation of outliers to implementation of a larger scale change to improve quality?
o What examples of positive deviance, if any, are you aware of related to this problem/issue? Conduct research as necessary to see if you can locate one or more instances of positive deviance.
Write a description of the health care quality problem or issue you selected (decreased nurse/patient ratio and its impact on nursing care) and explain how it could be addressed using the principles of positive deviance
Pascale, R. T., Sternin, J., & Sternin, M. (2010). The power of positive deviance: How unlikely innovators solve the world’s toughest problems. Boston, MA: Harvard Business Press.
Chapter 12, “Introduction: Against All Odds” (pp. 1–18)
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The Power of Positive Deviance: How Unlikely Innovators Solve the …, Volume 1
By Richard T. Pascale, Jerry Sternin, Monique Sternin
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Harvard Business Press
Pages displayed by permission of Harvard Business Press. Copyright.
HOSPITAL QUALITY: INGREDIENTS FOR SUCCESS—
OVERVIEW AND LESSONS LEARNED
Jack A. Meyer, Sharon Si
low-Carroll, Todd Kutyla,
Larry S. Stepnick, and Lise S. Rybowski
Hospitals across the country are searching
for ways to improve quality of care and
promote effective quality improvement strategies
. This research study,
by members of the
economic and social research instit
ute, identifies and describes the key factors that contributed to
the success of four high-performing hospitals across
the country. Essential elements of a successful
strategy, according to the study, include developing the right culture, attracting and retaining the
right people, devising and updating
the right in-house processes, and
giving staff the right tools to
do the job. External influences, such as local market competition, and public or private health
quality initiatives and standards al
so have an impact. Th
rough information gleaned from site visits
and in-depth interviews with th
ese high-performing hospitals, the
study assesses quality drivers,
internal processes, and challenges, and offers guidance and actions steps to help hospitals move in
the right direction.
Support for this research was provide
d by The Commonwealth Fund. The views
presented here are those of the
authors and should not be attr
ibuted to The Commonwealth
Fund or its directors, officers, or staff.
Additional copies or this (#761) and other
Commonwealth Fund publications are available
. To learn more about new Fund publications when they appear,
visit the Fund’s website and
register to receive e-mail alerts