Ziegenfuss J T, Munzenrider R F, Fisher K, Noll S, Poss L K, Lartin-Drake J
Graduate Programs in Public and Health Administration, School of Public Affairs, Pennsylvania State University, USA.
Am J Med Qual. 1998 Spring;13(1):44-51. doi: 10.1177/106286069801300106.
This report presents a summary and analysis of the continuous quality improvement and organizational change and redesign initiatives undertaken by the unit and service boards organized under the auspices of the HORIZONS Project. Board initiatives were identified and summarized by staff through interviews with the chairpersons and representatives of the boards and review of records. Forty-nine projects from the three pilot units were identified. Each project was classified according to outcome--positive, negative, mixed, and unknown. Sixty percent of initiatives had positive outcomes, and only three initiatives (6%) were negative. Case characteristics were summarized according to board identification, problem, outcome indicators, data baseline, proposed and selected solutions, implementation strategy, monitoring plan, results, change issues, and lessons learned. The study concludes that the board initiatives embody the HORIZONS Projects approach to improving patient care and improving quality of working life for staff and doing so in a budget-neutral manner. The HORIZONS boards process has moved the organization toward more open, collaborative forms of decision making than hitherto practiced.
本报告总结并分析了在“地平线项目”主持下，各部门及服务委员会开展的持续质量改进、组织变革与重新设计举措。工作人员通过与委员会主席及代表进行访谈并查阅记录，确定并总结了委员会的举措。从三个试点单位中识别出49个项目。每个项目根据结果进行分类——积极、消极、混合和未知。60%的举措取得了积极成果，只有三个举措（6%）是消极的。根据委员会识别、问题、结果指标、数据基线、提议和选定的解决方案、实施策略、监测计划、结果、变革问题和经验教训对案例特征进行了总结。该研究得出结论，委员会的举措体现了“地平线项目”改善患者护理、提高员工工作生活质量并以预算中性方式实现这一目标的方法。“地平线”委员会的流程已使该组织朝着比以往更开放、协作的决策形式发展。
