TY - JOUR
T1 - Organizational technologies for transforming care
T2 - Measures and strategies for pursuit of IOM quality aims
AU - Gamm, Larry
AU - Kash, Bita
AU - Bolin, Jane
N1 - Copyright:
Copyright 2008 Elsevier B.V., All rights reserved.
PY - 2007/10
Y1 - 2007/10
N2 - Progress on the Institute of Medicine's(IOM's) 6 aims to bridge the "quality chasmg" requires both measurement and the concerting of multiple organizational technologies. The basic thesis of this article is that rapid progress on the IOM's multiple aims calls for transformative change within and among healthcare organizations. The promise of a number of types of transformative approaches is closely linked to their ability to simultaneously build upon several organizational technologies: clinical, social, information, and administrative technologies. To encourage and advance such efforts, this article identifies illustrative measures of attainment of the IOM's 6 aims or targeted areas for improvement that reflect the contributions of the 4 organizational technologies. It discusses examples of relationships between the IOM aims and the organizational technologies considered. Finally, the article offers illustrations of the interplay of these organizational technologies and IOM aimsĝ€"across an array of organizational innovations with transformative potential. Included among such innovations are information technology in the form of electronic medical records, computer-based physician order entry, and patient health records; organization-wide patient-centered cultural change such as Studer's Hardwiring Excellence; Six Sigma and Toyota Production Management/LEAN; major clinical technology change, for example, minimally invasive cardiac surgery and broader treatment innovations such as disease management.
AB - Progress on the Institute of Medicine's(IOM's) 6 aims to bridge the "quality chasmg" requires both measurement and the concerting of multiple organizational technologies. The basic thesis of this article is that rapid progress on the IOM's multiple aims calls for transformative change within and among healthcare organizations. The promise of a number of types of transformative approaches is closely linked to their ability to simultaneously build upon several organizational technologies: clinical, social, information, and administrative technologies. To encourage and advance such efforts, this article identifies illustrative measures of attainment of the IOM's 6 aims or targeted areas for improvement that reflect the contributions of the 4 organizational technologies. It discusses examples of relationships between the IOM aims and the organizational technologies considered. Finally, the article offers illustrations of the interplay of these organizational technologies and IOM aimsĝ€"across an array of organizational innovations with transformative potential. Included among such innovations are information technology in the form of electronic medical records, computer-based physician order entry, and patient health records; organization-wide patient-centered cultural change such as Studer's Hardwiring Excellence; Six Sigma and Toyota Production Management/LEAN; major clinical technology change, for example, minimally invasive cardiac surgery and broader treatment innovations such as disease management.
KW - Disease management
KW - Organizational innovations
KW - Organizational management technology
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U2 - 10.1097/01.JAC.0000290397.58790.b9
DO - 10.1097/01.JAC.0000290397.58790.b9
M3 - Article
C2 - 17873660
AN - SCOPUS:34548666625
SN - 0148-9917
VL - 30
SP - 291
EP - 301
JO - Journal of Ambulatory Care Management
JF - Journal of Ambulatory Care Management
IS - 4
ER -