Zac Watne returns to answer another variation of the all-too-familiar question: Why is health care so hard to understand? In this post, Zac unravels the bureaucratic and economic transactions that make up the whole health care enchilada.
Feedback is often an area that breaks down under the rigors and pressure of clinical activity. Clinician educators Pete Hannon and Kathleen Timme introduce a methodology that can provide insight, inspire goal setting, and help improve clinical performance.
It’s been almost three years since Accelerate began (wow!). We thought it was a good time for an update. If you've been here before, you'll see that we’ve made changes to the site based directly on your feedback. Here we share how we've improved the site. Thank you for sharing your opinions, and keep them coming!
Improvement isn’t just for one area of academic medicine. The right improvement can mean improved patient and trainee experience, reduced cost and a more engaged staff. Nurse Manager Bernice Tenort, physician Brett Einerson, and an interdisciplinary team ended up solving many challenges by tackling a long-standing problem: wait time in labor and delivery.
Finding the time to teach in busy clinical environments can be challenging. Clinician educators Kathleen Timme and Pete Hannon outline a process for precepting in five minutes or less.
Value Week is a unique collaborative event that brings together U of U Health’s improvement community to recognize the important and impactful work conducted throughout our organization.
Chief Medical Quality Officer Bob Pendleton kicks off our week-long celebration of improvement and community during University of Utah Health Value Week.
The Effective Communicator spoke with Tom Miller, Utah’s Chief Medical Officer, about respectful communication in the workplace. His tips? Go slow, set boundaries, and pick up the phone. Bonus: why he uses Emojis in text messages.
There were eyerolls when David Sandweiss, medical director at Primary Childrens’ rapid treatment unit, first rang mindfulness bells to begin the daily safety huddle. But he kept at it. His four-step process is now a resiliency-building morning ritual that any team can implement.
Changing practice is personal. It doesn’t happen through edict or mandate. Changing practice requires ongoing respectful dialogue. It requires clear vision, data-driven analysis and the support of a dedicated team. Changing practice takes longer that you think it will. In this example, we recognize the power of a partnership in this challenging and important work.
Changing practice is personal. It doesn’t happen through edict or mandate. Changing practice requires ongoing respectful dialogue. It requires clear vision, data-driven analysis and the support of a dedicated team. Changing practice takes longer that you think it will. In this example, we recognize the power of a partnership in this challenging and important work.
Senior Value Engineer Luca Boi applies the Lean concept of waste to health care and explains how learning to see the “Seven Wastes” can help focus your efforts.
