4 results on '"Batalden, Paul B."'
Search Results
2. Patient focused registries can improve health, care, and science
- Author
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Nelson, Eugene C, Dixon-Woods, Mary, Batalden, Paul B, Homa, Karen, Van Citters, Aricca D, Morgan, Tamara S, Eftimovska, Elena, Fisher, Elliott S, Ovretveit, John, Harrison, Wade, Lind, Cristin, Lindblad, Staffan, Dixon-Woods, Mary [0000-0002-5915-0041], and Apollo - University of Cambridge Repository
- Subjects
Hälso- och sjukvårdsorganisation, hälsopolitik och hälsoekonomi ,Clinical Audit ,Models, Statistical ,endocrine system diseases ,Data Collection ,fungi ,education ,digestive, oral, and skin physiology ,food and beverages ,Health Care Service and Management, Health Policy and Services and Health Economy ,Quality Improvement ,Outcome and Process Assessment, Health Care ,Patient-Centered Care ,Humans ,Registries ,Delivery of Health Care ,health care economics and organizations ,Analysis ,Quality Indicators, Health Care - Abstract
Large scale collection and analysis of data on patients’ experiences and outcomes have become staples of successful health systems worldwide. The systems go by various names—including registries, quality registries, clinical databases, clinical audits, and quality improvement programmes—but all collect standardised information on patients’ diagnoses, care processes, and outcomes, enabling systematic comparison and analysis across multiple sites. Hundreds of what we will term, for simplicity, “registries,” now exist around the world. The United Kingdom is home to over 50 clinical audit programmes, the United States has over 110 federally qualified registries certified to report quality metrics, and Sweden, perhaps the registry epicentre, has over 100, covering conditions from birth to frail old age. These registries have had far reaching effects. They facilitate public reporting, retrospective and prospective research, professional development, and service improvement. They reveal variations in practices, processes, and outcomes, and identify targets for improvement. In the UK, they have been associated with many notable successes, including improvements in management of cardiovascular disease and stroke, cancer, and joint replacement.
- Published
- 2016
3. Which elements of improvement collaboratives are most effective? A cluster-randomized trial.
- Author
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Gustafson, David H., Quanbeck, Andrew R., Robinson, James M., Ford, James H., Pulvermacher, Alice, French, Michael T., McConnell, K. John, Batalden, Paul B., Hoffman, Kim A., and McCarty, Dennis
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SUBSTANCE abuse treatment ,CLINICS ,CONFIDENCE intervals ,COST effectiveness ,EVALUATION of medical care ,QUALITY assurance ,REGRESSION analysis ,RESEARCH funding ,STATISTICAL sampling ,TREATMENT programs ,RANDOMIZED controlled trials ,DESCRIPTIVE statistics - Abstract
Aims Improvement collaboratives consisting of various components are used throughout health care to improve quality, but no study has identified which components work best. This study tested the effectiveness of different components in addiction treatment services, hypothesizing that a combination of all components would be most effective. Design An unblinded cluster-randomized trial assigned clinics to one of four groups: interest circle calls (group teleconferences), clinic-level coaching, learning sessions (large face-to-face meetings) and a combination of all three. Interest circle calls functioned as a minimal intervention comparison group. Setting Out-patient addiction treatment clinics in the United States. Participants Two hundred and one clinics in five states. Measurements Clinic data managers submitted data on three primary outcomes: waiting-time (mean days between first contact and first treatment), retention (percentage of patients retained from first to fourth treatment session) and annual number of new patients. State and group costs were collected for a cost-effectiveness analysis. Findings Waiting-time declined significantly for three groups: coaching (an average of 4.6 days/clinic, P = 0.001), learning sessions (3.5 days/clinic, P = 0.012) and the combination (4.7 days/clinic, P = 0.001). The coaching and combination groups increased significantly the number of new patients (19.5%, P = 0.028; 8.9%, P = 0.029; respectively). Interest circle calls showed no significant effect on outcomes. None of the groups improved retention significantly. The estimated cost per clinic was $2878 for coaching versus $7930 for the combination. Coaching and the combination of collaborative components were about equally effective in achieving study aims, but coaching was substantially more cost-effective. Conclusions When trying to improve the effectiveness of addiction treatment services, clinic-level coaching appears to help improve waiting-time and number of new patients while other components of improvement collaboratives (interest circles calls and learning sessions) do not seem to add further value. [ABSTRACT FROM AUTHOR]
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- 2013
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4. Coaching physicians in training to lead improvement in clinical microsystems: a qualitative study on the role of the clinical coach.
- Author
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Homa, Karen, Regan-Smith, Martha, Foster, Tina, Nelson, Eugene C., Liu, Stephen, Kirkland, Kathryn B., Heimarck, Jim, and Batalden, Paul B.
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PHYSICIANS ,HOSPITAL medical staff ,FACULTY advisors ,LEADERSHIP ,EMPLOYEE training - Abstract
Purpose Our purpose is to describe how coaches who are clinical faculty help in the developmental process of residents to become better physicians and to lead the improvement of quality and safety in the Dartmouth-Hitchcock Leadership Preventive Medicine Residency Program (DHLPMR). Methods Using a semi-structured interview guide, eight coaches were interviewed and two focus groups were held with a total of nine residents. The qualitative data were content analysed to understand how both the coaches and residents perceive coaches' work and their role. Results The interviews with the coaches suggest that they take great pride in their work: they find it to be challenging and meaningful. The coaches use various skills and techniques - asking questions, listening deeply, observing the resident in action, offering encouragement and challenging the resident to think or act differently. The residents also perceive the work of the coach to help them progress on their learning journey. The role of the coach tends to go beyond coaching residents relative to improving an aspect of health care performance to creating the conditions for transformation and growth for the residents and the coaches. Conclusion The DHLPMR program is a unique residency program that has the intention to foster the development of future physician leaders who have the ability to both practise medicine and improve the clinical practices in which they work. The coaches are a vital ingredient in this program as they convey the residents/fellows on their leadership learning journey. [ABSTRACT FROM AUTHOR]
- Published
- 2008
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