http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
the implementation of change in health care
As innovations are constantly being developed within health care, it can be difficult both to select appropriate new practices and technologies and to successfully adopt them within complex organizations. It is necessary to understand the consequences of introducing change, how to best implement new procedures and techniques, how to evaluate success and to improve the quality of patient care. This comprehensive guide allows you to do just that. Improving Patient Care, 2nd edition provides a structure for professionals and change agents to implement better practices in health care.
Cover; Title page; Copyright page; Contents; List of Contributors; Introduction; PART I: Principles of Implementation of Change; CHAPTER 1: Implementation of change in healthcare: a complex problem; 1.1. Introduction; 1.2. The implementation problem; Effective care; Efficient care; Safe care; Efficient and timely care; Patient-centered care; Variation in the provision of care; 1.3. Various approaches to the implementation of improvements in patient care; 1.4. What is implementation?; 1.5. Which improvements are advisable?; New insights, methods, and collaborations.
Problems in care and "best practices"1.6. A systematic approach to "sustainable change"; References; CHAPTER 2: Theories on implementation of change in healthcare; 2.1. Introduction; 2.2. Theories on factors related to individual professionals; Cognitive theories; Educational theories; Motivational theories; 2.3. Theories on factors related to social interaction and context; Theories on communication; Social learning theory; Social network and influence theories; Theories on teamwork; Theories on professionalization; Theories on leadership.
2.4. Theories on factors related to the organizational contextTheories of innovative organizations; Theory of quality management; Process re-engineering theory; Complexity theory; Theory of organizational learning; Theories on organizational culture; 2.5. Theories on the influence of economic factors; Economic theories; Theories on contracting; 2.6. Conclusions; References; CHAPTER 3: Effective implementation of change in healthcare: a systematic approach; 3.1. Elements of effective implementation; 3.2. The "Implementation of Change Model"; 3.3. Developing a proposal and targets for change.
3.4. Assessment of performance3.5. Analysis of the target group and setting; Aims and settings of the implementation; Segments within the target group and stages of change; Phases in a process of change: a summary of the literature; Barriers and facilitators to changing practice; 3.6. Development or selection of improvement strategies; 3.7. Development, testing, and execution of an implementation plan; 3.8. Sustainable change: integration of change into practice routines; 3.9. Evaluation and (possible) adaptations to the plan; 3.10. Planning of the implementation process; 3.11. Conclusions.
edited by Richard Grol, Michel Wensing, Martin Eccles and David Davis.
5.2. Various types of improvements require various types of change proposals.
ReferencesCHAPTER 4: Planning and organizing the change process; 4.1. Introduction; 4.2. A motivated team comprising all relevant expertise; 4.3. Creating a context for change; The central role of physicians; Collaboration in teams for patient care; 4.4. Involving the target group in the plan; 4.5. Leaders and key figures; Medical leadership; 4.6. Project management: time schedule and responsibilities; 4.7. Resources and support; 4.8. Conclusions; References; PART II: Guidelines and Innovations; CHAPTER 5: Characteristics of successful innovations; 5.1. Introduction.
Chichester, West Sussex ; Hoboken, NJ : Wiley-Blackwell/BMJ Books, 2013