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The following is a student led discussion, I need to respond to the discussion below from a Nursing Leader perspective using the attached articles
Quality Management Theorists Discussion: Week 5
One of the comments I most often make to new residents rotating through MICU is that the answers to their questions are not on the central monitor, and that the patient is where they should focus to determine a course of action. Removal from the “front line” – the patient in this instance – reflects inattention to the process and the “aim” of care – improvement of the patient’s condition. Moreover, since even the most experienced and knowledgeable practitioner cannot fully predict how a dynamic situation will unfold, it is imperative to appreciate the perspectives of those on all levels of a given process in order to make good decisions (Weick & Sutcliff, 2015). Good leaders are in tune with processes on each point of the continuum.
As Deming’s System of Profound Knowledge outlines, and Juran further expounds upon in this week’s module video, all systems have an aim. Achieving the aim is comprised of processes, cooperation, and boundaries. Healthcare is a different type of system, as Donabedian’s triad of structure, process, and outcome illustrate, but is still quality-driven (Batalden, 2018; Berwick & Fox, 2016). Other types of approaches, such as command and control, have been utilized in other settings (Gerst, 2013).
Considering the attached articles and this week’s reading and module offerings, please answer the following questions:
How can good leaders promote sensitivity to operations in healthcare? Are there any specific actions that you believe exemplify keen attention to your organization’s overall aim?
Does your organization embrace Deming’s theory in its approach to everyday operations? How can leadership further enhance its commitment to quality by way of sensitivity to operations through situational awareness, heedfully interrelating, and consciousness of pressure and recurrence? Do these concepts, in your opinion, lend themselves to application in healthcare?
References
Batalden, P. (2018). Getting more health from healthcare: quality improvement must acknowledge patient coproduction – an essay by Paul Batalden. The British Medical Journal, 362k3617: 1-4.
Berwick, D., & Fox, D. (2016). Evaluating the quality of medical care: Donabedian’s classic article 50 years later. Milbank Quarterly, 94(2): 237-241.
Gerst, R. (2013). Deming’s systems thinking and quality of healthcare services: a case study. Leadership in Health Services, 26(3): 204-219.
Qiu, H., & Du, W. (2021). Evaluation of the effect of PDCA in hospital health management. Journal of Healthcare Engineering, 2021(12): 1-7.
Weick, K., & Sutcliffe, K. (2015). Managing the Unexpected: Sustained Performance in a Complex World (3rd ed.). Hoboken, NJ: John Wiley & Sons, Inc.

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