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Quality Management

We know the keys to higher-value care are improved cost and quality. Effective quality management in healthcare organizations makes the difference in these areas. How can we best measure quality improvement in healthcare?

Zuckerberg San Francisco General Hospital ZSFGH A3 thinking Personal Development Plan A3 leader standard work improvement management example board

Leadership

Changing Leadership Behavior Gets Real Results

Zuckerberg San Francisco General Hospital deployed its new leadership culture, which emphasizes staff decision-making, self-reflection, and clarity in defining problems and goals, to successfully address a crisis involving record-high patient volumes.

Comprehensive Intervention Review at Lurie Childrens Hospital - improving patient flow and length of stay

Care Redesign

Reducing Length of Stay in the ED

A comprehensive redesign of triage and ED care.

Pumonary Nurse Post-Discharge Follow-Up Note for Patients with COPD

Care Redesign

TOPS: Telephonic Outreach in the Pulmonary Service at VA Boston Healthcare System

A nurse-directed intervention targeting veterans who had been hospitalized for COPD resulted in improved access to ambulatory care and a reduced rate of readmissions.

Health Care Quality Improvement Prioritization - Keeping the Focus on the Union of Mission and Externalities

Care Redesign

Mission and Externalities: The Imperative for Prioritization

Well-meaning providers will fail to improve the quality of care until they focus on what’s important: setting priorities and dealing with the consequences of external factors.

Safety-Net Providers Lead Disruptive Innovation to Cut Overuse - Frederick Cerise talk still

Leadership

Safety-Net Providers Lead Disruptive Innovation

It should be no surprise that simpler, cheaper, and more convenient care arises from safety-net providers.

The VA Mission Driven from Point of Care to Final Salute Sanjay Saint Talk Still

Leadership

Mission Driven: Point of Care to Final Salute

Every veteran should receive the special kind of care they deserve from the moment they leave service to the time of their final salute.

Birkmeyer02_pullquote - national physician practices NPPs

New Marketplace

Aggregators, Innovators, and the Resurgence of National Physician Practices

A perspective on the growth of NPPs and the ideological divide between for-profit and nonprofit providers.

Few Truly High-Performing Health Care Organizations

Leadership

Survey Snapshot: What the High Performers Have to Say

NEJM Catalyst Insights Council members from high-performing institutions share their perspectives on what’s working and what needs improvement.

Phrases That Enhance Physician-Patient Communication for Scripps Health Hospitalist Groups

Patient Engagement

Improving Hospitalist Patient Experience Scores: The Importance of Physician-to-Physician Coaching and Medical Director Engagement

With the Centers for Medicare and Medicaid Services incorporating patient experience into Value-Based Purchasing metrics, hospital leaders must focus on improving this important aspect of patient care.

Hospital-based ACOs Key Capabilities Are Different Based on Level of Risk

New Marketplace

Hospital-based ACOs Face Challenges in Tracking Performance Indicators

A focus on bundled payments for specific episodes of care — versus the broad changes required in an ACO model — may be a more effective method for ACO participants to develop capabilities required to measure utilization, cost, and revenue metrics.

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