Discovery Core

发现核心

• 批准号: 7629502
• 负责人: JAMES WILLIAM DEARING
• 金额: $ 11.74万
• 依托单位: KAISER FOUNDATION RESEARCH INSTITUTE
• 依托单位国家: 美国
• 财政年份: 2008
• 资助国家: 美国
• 起止时间: 2008-09-01 至 2013-08-31
• 项目状态: 已结题
• 来源: https://reporter.nih.gov/project-details/7629502
• 关键词: Affect; California; Caring; Climate; Clinical; Colorado; Communication; Data Set; Funding; Health; Healthcare; Healthcare Systems; Human Resources; Information Technology; Institution; Intervention; Knowledge; Learning; Malignant Neoplasms; Measures; Methodology; Organizational Change; Outcome; Pathway Analysis; Patients; Perception; Performance; Positioning Attribute; Process; Provider; Purpose; Rate; Readiness; Recruitment Activity; Research; Research Project Grants; Social Network; Staging; Structure; System; TimeLine; Unit of Measure; base; cancer care; cost effectiveness; design; health care delivery; improved; innovation

Discovery Core Innovation in healthcare organizations does not wait for research to be conceptualized, proposed, funded, conducted, and the results communicated and interpreted, let alone applied in practice. All 14 CRN integrated healthcare delivery systems are percolating with Plan Do Study Act quality improvement efforts, LEAN Methodology organizational initiatives to enact and iteratively learn from process redesigns, and other changes to clinical practice. For example, nationally in Kaiser Permanente in 2008, a Performance Improvement intervention to increase the capacity of clinician teams to affect change in health outcomes is being piloted in Northern California, Southern California, and Colorado at 18 care facilities with 90 care teams involving 700 care providers. It is likely that based on pilot results, full roll-out across all KP facilities in all regions will begin in 2010. A trial of this scope, if begun as a research project, would still be in the proposal-drafting stage. So the timelines for research and organizational change differ markedly. Also, for both quality improvement and research efforts, large distributed organizations such as these often do not "know what they know."129 Transfer of knowledge and its management so that sharing is facilitated is often nonexistent or unsuccessful, even when systematically attempted through personnel transfers, meetings, demonstrations, and information technology.

发现核心 医疗保健组织的创新并不等待研究被概念化、提出、资助、 进行，并对结果进行传达和解释，更不用说在实践中应用了。全部 14 个 CRN 集成 医疗保健服务系统正在渗透到 Plan Do Study Act 质量改进工作、精益 方法论组织举措，以制定流程重新设计和其他变更并迭代学习 到临床实践。例如，2008 年 Kaiser Permanente 在全国范围内进行了绩效改进 正在试行干预措施，以提高临床医生团队影响健康结果变化的能力 北加州、南加州和科罗拉多州的 18 个护理机构拥有 90 个护理团队，涉及 700 人 护理提供者。根据试点结果，所有地区的所有金伯利进程设施可能会开始全面推广 2010 年。这一范围的试验如果作为研究项目开始，仍将处于提案起草阶段。所以 研究和组织变革的时间表明显不同。此外，为了提高质量和 研究努力，像这样的大型分布式组织通常不“知道他们知道什么”。129 转移 知识及其管理以促进共享往往不存在或不成功，即使 通过人员调动、会议、示威和信息技术等方式系统地进行尝试。