The need for continuous improvement requires embracing what psychologists refer to as a “growth mindset,” which stems from the belief that improvement is attainable through hard work and perseverance and can best be achieved through the development of an engaged, collaborative, and highly committed workforce.

Though it may appear overwhelming, it’s possible for organizations to harness the data collected from their health management efforts to more effectively quantify value.

The paper, published in the June issue of Health Affairs, asserts that preventive services can help patients maintain their good health, and that the entire healthcare delivery system must adopt a proactive approach to care.

Ob Hospitalist Group has launched a program for its network of more than 600 obstetricians and midwives who suffer from vicarious trauma—no matter where it takes place.

To address this issue and ensure patients were getting the ambulation they needed to achieve optimal outcomes, the hospital revamped its mobility program, including creation of a designated mobility team.

Jennifer Cowel, RN, MHSA, is president of Patton Healthcare Consulting in Naperville, Illinois, and Kathleen Good, MSN, RN, is an associate of the company. They are both Joint Commission alumni and spoke with PSMJ about maintaining a safe dialysis program.

While recognizing the value of many traditional utilization management processes, including labor productivity, staffing ratios, bed type assignments, throughput initiatives, and supply chain management, the team’s goal was to find new opportunities for improved resource management in bedside care delivery.