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Managing Improvement in Healthcare

Overview of attention for book
Cover of 'Managing Improvement in Healthcare'

Table of Contents

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    Book Overview
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    Chapter 1 Evolving Dimensions of Quality Care: Comparing Physician and Managerial Perspectives
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    Chapter 2 Multi-level Pluralism: A Pragmatic Approach to Choosing Change and Improvement Methods
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    Chapter 3 Amendments to Reporting of QI Interventions: Insights from the Concept of Affordances
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    Chapter 4 Emerging Hybridity: A Comparative Analysis of Regulatory Arrangements in the Four Countries of the UK
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    Chapter 5 Contextual Factors Affecting the Implementation of Team-Based Primary Care: A Scoping Review
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    Chapter 6 Doing More with Less: Lean Healthcare Implementation in Irish Hospitals
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    Chapter 7 Unlearning and Patient Safety
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    Chapter 8 Checklist as Hub: How Medical Checklists Connect Professional Routines
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    Chapter 9 Sustaining Healthcare Service Improvements Without Collective Dialogue and Participation: A Route to Partial Failure?
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    Chapter 10 Disseminating from the Centre to the Frontline: The Diffusion and Local Ownership of a National Health Policy Through the Use of Icons
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    Chapter 11 Processes and Responsibilities for Knowledge Transfer and Mobilisation in Health Services Organisations in Wales
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    Chapter 12 Accelerating Research Translation in Healthcare: The Australian Approach
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    Chapter 13 Framing a Movement for Improvement: Hospital Managers’ Use of Social Movement Ideas in the Implementation of a Patient Safety Framework
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    Chapter 14 Institutional Work and Innovation in the NHS: The Role of Creating and Disrupting
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    Chapter 15 Attaining Improvement Without Sustaining It? The Evolution of Facilitation in a Healthcare Knowledge Mobilisation Initiative
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    Chapter 16 Stakeholders’ Involvement and Service Users’ Acceptance in the Implementation of a New Practice Guideline
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    Chapter 17 How Does an Accreditation Programme in Residential Aged Care Inform the Way Residents Manage Their Healthcare and Lifestyle?
Attention for Chapter 13: Framing a Movement for Improvement: Hospital Managers’ Use of Social Movement Ideas in the Implementation of a Patient Safety Framework
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