Advising healthcare organizations on behaviors that drive improvement.

Transitioning culture from volume to value need not be complex, lengthy, intimidating or filled with improvement jargon.  Improvement is not "rocket science".  It is however new to American healthcare, just as it once was to every other thriving industry around the world.

The transition to focus on the mainstay of healthcare, the quality/cost of care, is replete with questions:

  • How do we THRIVE in the new healthcare economy?
  • What does a "culture of improvement" look and feel like?
  • What are the questions leaders ask that drive improvement?
  • How do we use data at the board level to drive improvement?
  • How can integrate patient and family knowledge in improvement?
  • How do we define what an improvement team is trying to accomplish?
  • How do we hold people accountable for real sustainable improvement?
  • How can we create an environment where improvement is desired by staff?
  • How do we create PROCESS measures and test changes to impact them?
  • What processes lead to an outcome, and how do we find them?
  • What is the best way to use data for improvement?
  • What outcome measures need improvement? 

Critical: Leadership "to do list"

  • communicate the PURPOSE of the organization
  • become aware of "the organization as a system"
  • become aware of the huge role psychology plays
  • INCREASE THE RATE AT WHICH IMPROVEMENT OCCURS
  • develop a system for using data for improvement
  • manage individual and team improvement activities
  • tap the power of patient/family knowledge

Organizations can achieve breakthrough quality improvement while cultivating a culture that empowers staff to take joy in learning and improving by following quality improvement fundamentals.

There are too many in improvement using unnecessary jargon, tools, methods and set-steps that intimidate and cause anxiety among employees.  These methods create a lot of activity, but little real sustainable improvement.

We demystify improvement and appeal to each persons innate desire to do good, to heal.  We facilitate the creation of a strategic improvement plan that is straight forward and very easy to determine of real sustainable improvement and cultural change are occurring.

In healthcare, we serve patients, residents and the wide ranging social network they live within.  This is something we can be passionate about, proudly passionate about ...

... improvement. 


an organization’s cultural commitment to applying the scientific method to designing, performing, and continuously improving the work delivered by teams of people, leading to measurably better value for patients and other stakeholders.
— Toussaint and Berry, 2013, on integrating improvement sciences in healthcare

The nice thing about science is that it is true no matter what you believe
— Neil De-Grasse Tyson, famous physicist