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In this Lightbulb Moment webinar, Dr Cathy Balding spoke with experienced safety and quality practitioner Cathy Jones about her first safety and quality "ah-ha!" moment about quality plans. They explored the ‘when, what and why’ of Cathy Jones’ lightbulb moment.
Care and service improvement requires the ability to make successful local change, then to transfer this for implementation in other departments and services, or across a whole organisation or sector. However, research shows that highly institutionalised and complex healthcare systems find the spread of transformation difficult, being naturally slow to adapt, innovate, and improve. Change therefore usually happens incrementally and inconsistently, with successful innovation resembling a journey rather than a single event. This is characterised by processes of adoption, implementation, sustaining, spreading, and scaling up.
Too often, seemingly simple improvement interventions are implemented without fully considering how the intervention might achieve the desired results, whether it can cause harm, or whether a different intervention should be considered. The tendency to favour rapid solutions and implementation over longer-term analysis and measurement represents a common pitfall in quality and safety studies.
In this webinar, Dr Katharine See shared her insights from her experience with implementing a digital care pathway for patients with lung cancer. She discussed the importance of collecting outcomes for impact, co-designing digital pathways with clinicians and consumers and lessons learned.
Providers must have a written plan for continuous improvement that explains how the provider will meet its obligations in relation to the service and the standards.
Managing change remains the most important challenge that leaders grapple with today. By our nature, we resist change and lean towards sustaining the status quo.
Change is scary — and challenging. Maintaining an existing habit is easier than changing it and trying something new means there is a possibility of failure. Most people prefer to stay in their comfort zone than venture into unknown territory however change is where we grow and improve our organisations. So if change is inevitable, how do we deal with it when it happens?
Systems can be complex and change can be difficult. So how can you make it possible?
An introduction into systems thinking and complexity in health.
Systems thinking is a way to maximise program/organisational effectiveness.
