Shendell-Falik Nancy, Ide Patricia, Mohr Bernard J, Laliberte Robert A, de Guerre Donald W
Tufts Medical Center and Floating Hospital for Children, Boston, MA 02111, USA.
Nurs Adm Q. 2012 Jul-Sep;36(3):243-52. doi: 10.1097/NAQ.0b013e318258c4f4.
On a journey to the future, an initial strategy of engagement and design is essential but inevitably inadequate. Instead, as bumps in the road emerge, the ability of leadership to regroup and refocus is the key. This is the story of one such journey-a journey pursuing the triple aim of excellence in patient care, patient and staff satisfaction, and economic sustainability. It is one chapter in the transformation of an 1800-employee patient care services organization. It is not the first chapter nor will it be the last.
在通往未来的征程中，参与和设计的初始策略至关重要，但不可避免地存在不足。相反，当道路上出现坎坷时，领导团队重新组织并重新聚焦的能力才是关键。这就是这样一段征程的故事——一段追求卓越患者护理、患者及员工满意度以及经济可持续性这三重目标的征程。它是一个拥有1800名员工的患者护理服务组织转型过程中的一个篇章。它不是第一章，也不会是最后一章。
