I was struck by today’s thought for the day: “The butterfly gets all of the glory, but it is the caterpillar that does the work.” It took me back to a conversation I once had with a master gardener. Know that I rarely have conversations with master gardeners, as I am not a gardener. But…
The Centers for Medicaid & Medicare Services outlined its priorities and goals in its quality and strategy plan. Translating its goals into leadership actions, however, is another matter.
He answered with confidence and insight. He had fought in one of the wars and knew his history on the others. I shamefully could only answer one or two questions.
In the first two articles of this series, the CMS Quality Strategy Goals were discussed. While those quality and strategic goals are audacious, the other half of the plan is the Mount Everest of Healthcare. Few will get there, but those who do will be on top of the world.
The Centers for Medicare & Medicaid Services has clearly stated a pathway for change including health literacy, true partnerships and moving the focus of care into a self-management model.
Many times as leaders we feel that our actions are prescribed by entities beyond our immediate needs of those we serve.
Establishing processes to utilize root cause analysis for quality improvement is necessary, but it takes discipline. One of the first steps is to challenge your own beliefs about safety and quality failures.
Research indicates that every second of every day, an older adult around the world falls and sustains injury. In a care setting, a fall is even more so troublesome.
Suddenly the plane dropped and items went flying, including people. We heard the strange noise again and realized that this was not normal turbulence.
I shared with the charge nurse my inner joy about filling all our staffing holes completely. She looked at the schedule and mumbled, “Great — you have scheduled nothing but Refrigerator Nurses.”
