A framework for the continual improvement of behavioral healthcare. Part II--Policy for leadership.
In the first part of this article, published in the November/December 1993 issue of Behavioral Healthcare Tomorrow, the authors presented a framework for understanding the process of continuous quality improvement in the behavioral healthcare setting. Four elements of continual improvement were identified: underlying knowledge, policy for leadership, tools and methods, and daily work applications. They showed how traditional professional knowledge of one's subject, discipline and values must be augmented by improvement knowledge--which quality improvement guru W. Edwards Deming calls "the system of profound knowledge." In Part II, they focus on the second element of continual improvement, the importance of organizational leadership.
HCA Quality Resource Group, Nashville, TN, USA.
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D003659:Decision Making, Organizational; D017598:Efficiency, Organizational / Q000592:standards*; D017408:Guidelines as Topic; D006801:Humans; D007857:Leadership; D008605:Mental Health Services / Q000458:organization & administration / Q000592:standards*; D017146:Models, Organizational; D009937:Organizational Objectives; D012107:Research Design; D017749:Total Quality Management / Q000458:organization & administration* / Q000592:standards; D014481:United States