Resilient health care performance in the real world: fixing problems that never happened
A key lesson amongst a range of findings is that, rather than focusing on shiny new tools of change (checklists, frameworks, policy mandates), it is much more insightful and satisfying to deeply apprehend care at the sharp end, where clinicians deliver care to patients, understanding how everyday work is executed. This, rather than the Health Ministry, the Boardroom, or the Management Consultant's office, is where and how change is being enabled, and where street level actors solve problems, thwart issues in advance, and constantly avoid pitfalls.
Authors
- Yvonne Zurynski (ORCID: https://orcid.org/0000-0001-7744-8717)
- Louise A. Ellis (ORCID: https://orcid.org/0000-0001-6902-4578)
- Kate Churruca (ORCID: https://orcid.org/0000-0002-9923-3116)
- Mitchell Sarkies (ORCID: https://orcid.org/0000-0001-7318-3598)
- Janet C. Long (ORCID: https://orcid.org/0000-0002-0553-682X)
- Robyn Clay‐Williams (ORCID: https://orcid.org/0000-0002-6107-7445)
- Jeffrey Braithwaite (ORCID: https://orcid.org/0000-0003-0296-4957)
- Elle Leask (ORCID: https://orcid.org/0000-0003-1698-9151)
Institutions
- International Society for Quality in Health Care (IE)
- Macquarie University (AU)
Publication Details
- Journal
- BMC Health Services Research
- Published
- 2024-10-17
- DOI
- https://doi.org/10.1186/s12913-024-11639-z
- Citations
- 13
- Primary Topic
- Healthcare cost, quality, practices
- Type
- article
- Field-Weighted Citation Impact
- 11.04
Funders
- National Health and Medical Research Council