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It is difficult for healthcare organizations to ensure a high level of quality in modern realities. It begins with forming problems and their acceptance by people who work in this industry. It is essential to convince people that the chosen quality improvement method is the right one. You can convince people with the help of adequately collected data and high-quality feedback, which will allow you to identify the range of problems better and monitor the dynamics of changes. The difficulties do not end because recognizing issues is only a tiny part. Further, healthcare is faced with the fact that ambitions often exceed the available resources. Expectations should not diverge from reality; otherwise, all plans and decisions will remain words that are not converted into concrete actions.
It is good to start making qualitative changes, but how to support them so that everything started could not stop. All changes may be particularly vulnerable to sustainability issues. For most improvement activities to continue, they must remain neutral concerning resources or use existing resources more efficiently (Luke et al., 2018). The difference is at risk when there is dependence on certain people and assumptions that interventions will spread by themselves. It is generally accepted that quality improvement programs are not dangerous, but there is evidence that they can lead to unintended and undesirable consequences (Luke et al., 2018). It is necessary to pay attention to the possibility that improvement efforts may lead to adverse effects.
Being a successful leader in improving healthcare quality is a difficult task that requires a combination of technical skills and personal attributes. Ideally, this should happen at several levels and combine the priorities of the manager and the staff for successful interaction and complementarity. This union will play a decisive role in the final success and qualitative growth of the entire medical system. The manager should be a calm leader who will do a tremendous job and cooperate with his subordinates.
Reference
Luke, L., Loise, M., & Jhon, R., (2018). Navigating the sustainability landscape: a systematic review of sustainability approaches in healthcare. Implementation Science, 13(1), 1-17.
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