Eubanks P, Grayson M
Hospitals. 1992 Jun 5;66(11):24-8, 30-2, 34-6.
The total quality movement is transforming hospital leadership. CEOs are finding that signing on to a TQM or CQI program requires intensive commitment, as well as adjustments to management style and scheduling. And it raises a host of questions about how to initiate and manage such a program--and even what to call it (TQM versus CQI). But CEOs seem ready to accept the challenge. An exclusive Hospitals survey finds that over 60 percent of the CEOs involved in TQM/CQI programs believe their involvement is "the most important thing I've ever done." Still, the proliferation of TQM/CQI in hospitals has created a backlash in the field; Donald Berwick, M.D., the "father" of TQM in health care, explains why.
全面质量管理运动正在改变医院的领导方式。首席执行官们发现，签署全面质量管理（TQM）或持续质量改进（CQI）计划需要全身心投入，同时还要调整管理风格和日程安排。这引发了一系列问题，比如如何启动和管理这样一个计划，甚至该如何称呼它（是TQM还是CQI）。但首席执行官们似乎已准备好迎接挑战。一项专门针对医院的调查发现，参与TQM/CQI计划的首席执行官中，超过60%的人认为他们的参与“是我做过的最重要的事情”。尽管如此，TQM/CQI在医院中的大量应用在该领域引发了强烈反对；医疗保健领域TQM的“之父”唐纳德·贝里克医生解释了其中的原因。
