Читать книгу The Quality Improvement Challenge - Richard J. Banchs - Страница 57

These three challenges require separate, specific approaches:

 The challenge of time. A team needs to focus their team on productive activities. A QI team needsA leader willing to get the right people on the team, provide the needed resources, and “open doors” when problems arise.A leader that is willing to deal with the cross‐functional issues and political barriers as they arise.A leader that provides clarity regarding the team’s purpose and goals, so that QI teams get off to a quick, productive start. Clarity on the team’s purpose is always made easier with a clear, well written, and agreed‐upon Project Charter.

 The challenge of silos. A QI team needs to work together to develop clarity in the team’s purpose, goals, and work strategy. This will enable team members to develop common commitment and trust; commitment and trust can overcome silo mentality and the disconnect between the members of the team. Open and effective communication among team members must be present to achieve this critical affective component (see Chapter 27).

 Pushback and lack of buy‐in. Support for the project depends onthe leaders and their active participation throughout the life cycle of the project;the QI team supporting, training, and coaching frontlines professionals;effective communication; andan early engagement of the front line in the co‐creation of the solutions (see Chapter 29).

Quotable quote: “There are two types of people – ones who do the work and ones who take the credit. Try to be in the first group. There is less competition there.” Indira Gandhi