Health Sciences 3040A/B Chapter Notes - Chapter 8: Risk Aversion, Organizational Culture, Total Quality Management
5 Mar 2016
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Chapter 8 complexity, learning and innovation. Learning org where innovation and change (and mistakes) are seen as routine and as inputs for further learning. Hc orgs as complex systems. 1) interconnected many diff connections, high low etc. 2) nonlinear, output is not directly proportional to inputs. Complexity and feedback: a closer look. Dynamic complexity (nonlinearity) arises from the operation of feedback loops. 2 loops: 1) reinforcing feedback lopes amplify or intensify whatever is happening in system. Good phys=good referral=increased money= resources: 2) balancing feedback loops counteract or oppose whatever is happening in a system. Too many pts=poor care=less people=balanced number of pts and phys. Learning acquisition of knowledge or skills through study or experience. Chapter 9 improving quality in hc orgs. Quality improvement interventions interventions designed to increase pt safety and decrease medical errors. Emphasis on the proves by which the service is produced. Quality measures and measurement: three basic classes. Number of beds in an org, comp entry.
