Using Run Charts in Process Analysis

Run Chart Overview

• Requires minimal calculation and basic statistical knowledge for analysis and interpretation.
• Effective tool for visually tracking process performance and reporting improvements.
• Helps identify process variations, guiding objective actions toward stability.

Identifying Signals of Improvement

• Run charts track trends, revealing common cause and special cause variations.
• Understanding performance indicators helps manage effectiveness and close performance gaps.
• Performance can fluctuate, worsen, remain stable, improve slowly, improve adequately, meet or exceed targets.

Dimensions of Quality in Care

• Safe: Ensure no harm occurs during patient care.
• Timely: Minimize wait times and potential delays.
• Effective: Evidence-based services that provide clear benefits.
• Efficiency: Optimize resource use, avoiding waste while meeting targets.

Quality Improvement Framework

• Quality Improvement (QI) provides structured approaches to implementing, monitoring, and sustaining enhancements in healthcare.
• QI projects can involve small samples, frequent interventions, and adaptations based on patient preferences.
• Variations in treatment approaches can stem from unique patient experiences.

Reducing Clinical Variation

• Assess contributions of healthcare team members in altering treatment approaches.
• Identify responsible individuals for variations to mitigate unwanted outcomes.
• Managing variation improves patient outcomes, reduces costs, and enhances hospitals' reputations.

Psychology of Change

• Change involves altering behaviors and mindsets, with a focus on awareness and motivation.
• Framework includes insights from stakeholders directly affected by changes, promoting inclusivity in the change process.
• The psychology of change acknowledges diverse individual identities while aligning with overarching human behaviors.

Components of Change Framework

• Power: Ability to act purposefully.
• Courage: Emotional preparedness to confront challenges.
• Intrinsic Motivation: Engaging individuals' commitments to the change.
• Co-Design: Involvement of those most impacted by changes in the design process.
• Authentic Relationships: Genuine inquiry, listening, and commitment facilitate co-production of change.
• Distributed Power: Sharing power encourages collective contributions.
• Adaptability: Flexibility in action fosters learning and effectiveness.

Appreciation of System

• Systems consist of interdependent components working towards collective goals, emphasizing mutual gains.
• Systemic approaches promote a holistic view of organizational interactions instead of isolated departmental governance.
• Improved quality and employee morale stem from comprehensive systems awareness, avoiding unintended negative consequences.

Knowledge of Variation

• Understanding and reducing variation is a primary quality goal, essential for effective management.
• Distinction between common cause (system-related) and special cause (external factors) variations is crucial.

Theory of Knowledge

• Distinguishes between theoretical understanding and experiential learning to promote deeper, sustainable change.
• Good theories should allow for testing and the possibility of being proven wrong.

Understanding of Psychology

• Leaders must comprehend how people learn, respond to change, and what motivates them for effective integration of systems and workforce.

Deming's Theory of Profound Knowledge

• Focuses on the interconnectedness of processes within organizations for optimization.
• Highlights the necessity of external insight for unbiased analysis and critical self-reflection, which is essential for ongoing improvement.