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CEBS 2 > Module 6 > Flashcards

Module 6 Flashcards

1
Q

The degree to which health services for individuals/populations increase the likelihood of desired health outcomes.

A

Quality

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2
Q

The prevention of harm to patients

A

Safety

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3
Q

Freedom from accidental or preventable injuries produced by medical care.

A

Patient safety

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4
Q

When quality and excellence are not only what we do, but part of who we are.

A

A personal philosophy of excellence

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5
Q

A study that found that failure wasn’t a result of participants’
performance, but rather due to a bad process.

A

The red bead experiment

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6
Q

People with little expertise with a situation but offer fresh ideas that aren’t bound by an existing knowledge base.

A

Zero-gravity thinkers

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7
Q

A management approach that encourages all members of an organization to participate in improving processes.

A

Total quality management (TQM)

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8
Q

The informal process of quietly laying the foundation for a proposed change by talking to those involved.

A

Nemawashi

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9
Q

It recognizes performance improvement in entities, including hospitals and health care organizations.

A

The Baldridge Award

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10
Q

An organization of large employers/healthcare purchasers aiming to improve quality and safety of US healthcare.

A

The Leapfrog Group

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11
Q

A process improvement approach that focuses on defining value from the patient point of view.

A

Lean

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12
Q

A stepwise framework for incorporating incremental change into a process and measuring the results.

A

Plan-do-study-act (PDSA) cycle

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13
Q

Defects, overproduction, transportation, waiting, inventory, motion, over processing, and skills.

A

Elimination of types of waste in Lean

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14
Q

Entities that “manage the unexpected” using past experiences to optimize outcomes.

A

High Reliability Organizations (HROs)

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15
Q

HROs view near misses as opportunities to learn about systems issues and potential improvements.

A

Preoccupation with failure

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16
Q

HROs appreciate the complexity in teams, processes, & relationships involved in conducting daily operations.

A

Reluctance to simplify

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17
Q

When people in HROs strive to maintain a “big picture understanding”
or “situation awareness.”

A

Sensitivity to operations

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18
Q

People in HROs appreciate those closest to the work for their knowledge and insight.

A

Deference to expertise

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19
Q

HRO teams develop situation assessments to identify potential safety threats quickly.

A

Commitment to resilience

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20
Q

A tool to help minimize human error by looking at all the important actions required in a process.

A

Checklists

21
Q

When errors are treated not as personal failures, but rather as opportunities to improve the system and prevent harm

A

A healthy safety culture

22
Q

They lead to many avoidable deaths.

A

Medical errors

23
Q

An area where the US ranks poorly in healthcare system performance compared to similar countries.

A

Patient outcomes

24
Q

They help with scoring healthcare system performance related to care process, access, administrative efficiency, equity, and healthcare outcomes.

A

Quality indicators

25
Q

The improvement methods that have been developed/implemented haven’t led to measurable leaps forward in quality, safety, and performance so far.

A

Failed strategies

26
Q

An objective evaluation of whether something did/didn’t occur in a healthcare setting.

A

Patient experience

27
Q

A subjective evaluation based on the individual patient’s perspective.

A

Patient satisfaction

28
Q

A government-sponsored tool with 19 core questions about the hospital experience.

A

Hospital Consumer Assessment of Health Care Providers and Systems (HCAHPS) survey

29
Q

A problem in part of a healthcare experience makes the overall patient experience unsatisfactory.

A

Concerns with healthcare being “siloed”

30
Q

The smooth transition from one stage of a process to the next, without delay, unnecessary complexity, or other barriers to a seamless process.

A

The Lean principle of “flow”:

31
Q

The focus of quality improvement.

A

Affecting people and their behavior

32
Q

A field which applies insights from the study of psychology to analyze human behavior and actions and explain economic decision making.

A

Behavioral economics

33
Q

Decisions about insurance, providers, treatment, & lifestyle.

A

Choices in healthcare

34
Q

People should be given choices and options, but those decisions should be guided by experts.

A

Libertarian paternalism (Nudge theory)

35
Q

When a person agrees to be bound by another person’s decision in the future.

A

The “Ulysses contract”

36
Q

An agreement between a patient and a provider that carries no penalties. It encourages a change.

A

Simple agreements

37
Q

These are examples of excellent behavioral economic tools.

A

Simple reminders and the power of suggestion

38
Q

This is when someone needs to opt out to not participate, leading to nearly universal participation.

A

“Opting out” choices

39
Q

A practice-based, value-drive approach with the goal of delivering the highest quality care and ensuring patient safety. Effective leadership is part of this

A

Clinical governance

40
Q

The new imperative for clinical governance. Good relationships between healthcare professionals, managers, & patients leads to this.

A

Collaboration

41
Q

A part of collaboration. It leads to trust, commitment, and understanding.

A

The virtuous circle of communication

42
Q

Which of the following is an organization of large employers and health care purchasers that aim to enhance the quality and safety of U.S. healthcare?

A. The Leapfrog Group
B. PDSA
C. Institute of Medicine (IOM)
D. Baldrige Group

A

A. The Leapfrog Group

43
Q

Although quality in healthcare can be described, measured, and approached in a variety of ways, it must start with:

A. Zero-gravity thinkers
B. Change
C. Data
D. A personal philosophy of excellence

A

D. A personal philosophy of excellence

44
Q

Which of the following is/are actions a system of care must focus on to support quality and safety?

I. Preventing errors
II. Learning from the errors that do occur
III. Building on a culture of safety that involves healthcare professionals, organizations, and patients

A. III only
B. I only
C. All of the above
D. II and III
E. I and III

A

C. All of the above

45
Q

What did Demin’s red bead experiment find?

A. Adhering to an ineffective process doesn’t produce better results.

B. Personal performance can compensate for a bad process.

C. Consistently adhering to a process is critical to production.

D. Zero-gravity thinkers can’t contribute to fixing a problem because they don’t have enough expertise.

A

A. Adhering to an ineffective process doesn’t produce better results.

46
Q

All of the following are quality improvement tools and techniques that were applied to healthcare management, EXCEPT:

A. Further demarcating “silos” in healthcare to enhance deference to expertise.

B. The Triple Aim

C. Data Analytics

D. Total Quality Management (TQM)

A

A. Further demarcating “silos” in healthcare to enhance deference to expertise.

47
Q

Compared to similar countries, healthcare systems in the United States:

A. Ranked first in overall performance

B. Especially excelled in system performance relative to spending.

C. Ranking similarly to other countries in overall performance.

D. Ranked last in overall performance.

A

D. Ranked last in overall performance.

48
Q

Preoccupation with failure, reluctance to simplify, sensitivity to operations, deference to expertise, and commitment to resilience are:

A. Characteristics of high reliability organizations (HROs)

B. STEEEP dimensions of quality

C. Goals of interprofessional education (IPE)

D. The elimination of waste in Lean

A

A. Characteristics of high reliability organizations (HROs)

CEBS 2 (12 decks)

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