Afleveringen
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In this podcast episode, Ken Segel, the CEO of Value Capture, meets with Mayor Ed Gainey, City of Pittsburgh, to discuss the city's journey toward habitual excellence and Mayor Gainey's leadership learnings.
We will explore the principles of habitual excellence as exemplified by Mayor Ed Gainey of Pittsburgh. The episode delves into Gainey's leadership style, focusing on his commitment to continuous improvement and excellence in public service. It highlights Gainey's background and how his experiences have shaped his approach to leadership. Additionally, the post discusses specific initiatives and strategies implemented by Gainey to foster positive change and improvement within the Pittsburgh community. Through anecdotes and insights, the episode provides valuable lessons and inspiration for individuals and organizations striving for excellence in their respective fields.
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In this podcast episode, Ken Segel, the CEO of Value Capture, engages in a conversation with Lou Shapiro on developing and deploying a strategy that breaks through and makes the kind of difference we need in healthcare right now, and it's very challenging circumstances, and trying to use this as a moment to change deeply for the better.
They will discuss lessons learned, but also, as we go forward to think about how to achieve that breakthrough as a sector and as individual institutions.
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Zijn er afleveringen die ontbreken?
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In this podcast episode, Ken Segel, the CEO of Value Capture, engages in a conversation with Dr. David Zaas, a pulmonary and critical care physician with extensive leadership experience in major health systems. The episode revolves around the theme of strategy deployment and its importance in healthcare. Dr. Zaas, who currently serves as the president at Wake Forest Baptist, shares insights into his leadership philosophy and how it has been shaped by his background as a physician-scientist.The discussion delves into the challenges facing healthcare, such as cost pressures, consolidation, and job losses, and the need for authentic, optimistic leadership to navigate these issues. Dr. Zaas emphasizes the privilege of working in healthcare and the opportunity to make a significant impact on the lives of patients, communities, and caregivers.
Dr. Zaas breaks down his approach to strategy into three key components. First, he underscores the importance of a people strategy, where creating an environment of respect, value, diversity, and continuous improvement is crucial. Second, he emphasizes the need to build robust management systems and processes to support the organization's growth and adaptability. Finally, the discussion addresses setting bold goals and achieving excellence, focusing on eliminating harm, striving for top-tier performance, and fostering academic discovery.
The episode highlights the significance of creating a strong foundation in culture and processes before setting ambitious goals, and it explores how these principles can differentiate healthcare organizations and drive them towards excellence.
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How a leadership journey along with an organization transformation brought one leader from considering leaving the profession to feeling engaged in his work again.
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View video and more here
ay 16, 2023, from 1 to 2:30 pm ET
A panel discussion with a team of leaders from Value Capture, LLC, clinicians, Continuous Improvement professionals, and DEIA practitioners (scroll down for bios):
Deondra Wardelle Mark Graban Debbie Sears Barnard Alan Wikler, Psy.D. Gerald Harris Ken SegelAbout the Session
Discover what getting to zero harm means and explore how getting to zero harm for patients and staff can be achieved by emphasizing the most fundamental aspect of Lean, actively showing respect for others.
Recognize how combining Continuous Improvement, Diversity, Equity, Inclusion and Accessibility (DEIA) and the four stages of Psychological Safety can promote health equity and improve patient and staff safety.
Discuss intentional approaches to create and develop equitable, psychologically and physically safe spaces for diverse healthcare staff and patients of underrepresented groups that benefit staff engagement and the overall patient experience.
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Deondra Wardelle and Mark Graban discuss the ongoing blog series and upcoming panel discussion webinar on the theme of "Getting to Zero Harm for Patients with DEIA and Psychological Safety.They share what sparked the #RootCauseRacismÂź collaboration with Value Capture, LLC.They also discuss the power of connecting Diversity, Equity, Inclusion, and Accessibility (DEIA) to Psychological Safety as a way to promote health equity and offer countermeasures that improve patient and staff safety.Blog series: https://www.valuecapturellc.com/blog/tag/rootcauseracismWebinar registration (for the live event or recording): https://www.valuecapturellc.com/webinar-panel-zero-harm-patients-staff-deia-psychological-safety
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Psychiatrist, expert on "moral injury" in healthcare, author
Welcome to Episode #77 of Habitual Excellence, presented by Value Capture.
Episode page with transcript, video, links, and more
Our guest today is Wendy Dean, MD, a psychiatrist. She is the President and co-founder of âMoral Injury of Healthcare,â a nonprofit organization focused on alleviating workforce distress.
A seminal article she co-authored with Simon Talbot, MD for STATNews in July of 2018 began the conversation about moral injury in healthcare.
Sheâs the co-author of the upcoming book If I Betray These Words: Moral Injury in Medicine and Why It's So Hard for Clinicians to Put Patients First. It will be available April 4th and you can pre-order it now through the publisher.
In today's episode, Dr. Dean talks with host Mark Graban, about topics and questions, including:
What is âmoral injuryâ?Definition 1: âperpetrating, failing to prevent, bearing witness to, or learning about acts that transgress deeply held moral beliefs and expectations.â
Definition 2: âa deep soul wound that pierces a personâs identity, sense of morality, and relationship to society.â
Why is moral injury different (and worse) than âburnoutâ? Whatâs the effect of moral injury? Can anything be done to reverse moral injury and its effects? Or just need to stop injuring others? What are some of the primary causes of moral injury in healthcare? How is the healthcare system broken? Recommendations related to EMR/EHR? Getting rid of "the stupid stuff" The role of psychological safety in creating an enabling environment⊠Why did you stop practicing as a psychiatrist? Whatâs the Level of moral injury in countries like Canada or England that have very different healthcare systems? What reforms do you recommend? With urgency... A "Clinician Protection Act"?Click to visit the main Habitual Excellence podcast page.
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Register here
January 25, 2023, 1 to 2 pm ET
A panel discussion with:
Karen Wolk Feinstein, PhD, President and CEO of the Pittsburgh Regional Health Initiative Ken Segel, CEO of Value Capture Moderated by Mark Graban, Value CaptureThe Institute of Medicineâs groundbreaking report, To Err is Human, was published 20 years ago and spurred a vigorous effort to improve patient safety, but preventable medical errors still cause an estimated 250,000 deaths a year in the United States, making this problem the third-leading cause of death. Additionally, the COVID-19 pandemic has put the healthcare workforce in crisis, and safety is suffering.
Well-intentioned efforts to improve processes and change behavior in the healthcare industry have been decentralized and resulted in minimal improvements, says Karen Wolk Feinstein, Ph.D. The failure can be traced, in part, to the lack of a single federal agency that investigates healthcare errors and identifies ways to prevent them, she says.
Dr. Feinstein is spearheading the creation of a proposed federal independent agency, the National Patient Safety Board (NPSB), modeled in part after the National Transportation Safety Board (NTSB) and the Commercial Aviation Safety Team, that would identify and anticipate significant harm in healthcare; provide expertise to study the context and causes of harm and solutions; and create solutions to prevent patient safety events from occurring.
This idea is fully supported by Ken Segel, as he has discussed in this blog post. He will join Dr. Feinstein for the discussion.
In December, legislation was introduced into the U.S. House of Representatives: H.R.9377 â the National Patient Safety Board Act.
Learning ObjectivesThis session will cover topics including:
The inspiration provided by the late Paul O'Neill, Sr. What progress have we seen on patient safety in the past 20 years? Why haven't we seen more? How can we spread proven approaches for preventing harm? Why create another new agency, the NPSB? What models were used to formulate the NPSB? What coalition have you formed to support the NPSB, and how can attendees help?You'll be able to ask our expert panelists live questions about this legislation, the NPSB, and patient safety in general.
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President and CEO of Washington Health System
Episode page with links, transcript and more: https://valuecapturellc.com/he74
Welcome to Episode #74 of Habitual Excellence, presented by Value Capture.
Joining us today as our guest is Brook Ward, the President and CEO of Washington Health System (WHS) in Washington County, Pennsylvania, in that role since July 2019. From 2010 to June 2019, he served as Executive Vice President and Chief Operating Officer.
In his role, Brook provides leadership, direction, and administration across the entire Washington Health System, which includes a large community hospital, a small rural hospital, a 70-provider physician group, a community wellness center, residency and fellowship programs, a school of nursing program and onsite medical simulation center and joint ventures in the areas of hospice, senior living, home health, cancer center and others.
Brook is a graduate of Grand Valley State University, Grand Rapids MI, with a masterâs degree in Public Administration (MPA). He also has a Bachelor of Science in Health Care System Administration from Ferris State University, Big Rapids MI and received an Associates of Allied Science in Radiology from Ferris State University.
Today weâre going to be talking about how the WHS has never (I repeat, never) used a traveler nurse in their system. Acknowledging the travel nurses are skilled and they're good people, Brook makes a compelling case that quality and safety is better with full time staff members who are not "strangers" to the organization and how they do things. Brook also discusses the program that they created (and continue to iterate) that's win/win/win for the system, staff, and patients.
In today's episode, Brook talks with host Mark Graban, about topics and questions, including:
How bad are the staffing challenges in your area? Biggest concern - not just economics, but safety for patients and staff Great people, but thereâs a risk⊠safety, morale, not knowing our systems It's their "fourth or fifth iteration" -- what's the latest iteration and change? Staff get almost the same comp by picking up extra shifts, without needing to travel Telling peers about it â canât get people too interested?? Why? Expense gets talked about more⊠is there research about the impact? Future retrospective studies?? Iteration â Impact of extra shifts over time?? Meeting with nurses to learn whatâs working and not working Risk of burnout and fatigue â constant dialogue PILOT â Inpatient innovation unit to pilot and test things around team-based nursing So speaking of safety, you created a safety index â tell us about that? "Washington Hospital Patient Safety Score" Tell us about the Washington Performance System â respect, their version of Lean/TPS â your key influences?? "Permission to try things and failâ â how to create that culture?Click to visit the main Habitual Excellence podcast page.
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View the slides, video, and more
Presented by two leaders from Duke HomeCare & Hospice:
Cooper Linton, Associate Vice President, Duke HomeCare & Hospice
Janet Burgess, Director Patient Care Services
Mike Radtke, from Value Capture, will also be part of the Q&A
Duke Home Health (DHH) faced a crisis of nursing turnover, even before COVID hit. Staffing retention is a major issue across all of healthcare -- please join us for this impactful and practical webinar regardless of where you work within the broader healthcare system â home health or otherwise!
Powered by a system-wide quest for zero harm throughout Duke Health, DHH leaders used this philosophy and accompanying principles to identify root causes, then build rapid-cycle learning into improvement and management systems. Investigation revealed poor staff engagement and excessive work-process burdens, leading to significant negative patient impact, referring-customer dissatisfaction, and financial harms.
To resolve these problems, DHHâs rapid-cycle learning system, rooted in the principle of respect, involved:
Understanding of current condition Leadership behavior changes to quickly respond to staff needs, remove barriers, and coach problem-solving Tiered-huddle management system to elicit and escalate problems, especially safety problems, and vitally, ensure psychological safety so frontline staff and managers raise issues The willingness to shed traditional leadership methods, to experiment, iterate and be perpetual learnersSo far, RN turnover has been reduced from 75% to 18% (annualized rates).
These lessons are transferrable to many different settings, so please attend if you work outside of home care.
Learning ObjectivesThis session will provide practical tips on how to design systems that produce:
Responsive, supportive, effective leaders Empowered, engaged safe employees Better patient and financial outcomes -
Webinar preview -- Register here to watch live or get the recording
Nursing turnover is very likely costing your organization millions of dollars. But you don't have to just accept that⊠you can fix it.
I'm happy to be moderating a webinar that is being hosted by Value Capture, presented by two leaders from Duke Health who have reduced nursing attrition from 75% to 18% (annualized rates) in just over a year.
Using a Rapid-Cycle Learning System to Tackle Turnover & AttritionIt comes down to leadership.
Duke HomeCare & Hospice reduced nursing turnover from 75% to 18% in one year's time.
The same principles and systems they used can work in ANY type of healthcare setting!
Join us for a free webinar on December 6th, presented by Cooper Linton and Janet Burgess, two leaders from that organization.
How did they reduce nursing attrition? How did their teams do this?
They worked hard to understand the current condition, instead of jumping to solutions Leaders changed their behaviors to quickly respond to staff needs, remove barriers, and coach them on problem-solving (instead of having all the solutions themselves) Their tiered huddle management system, with a focus on psychological safety making it safe for them to raise issues so safety problems and other issues could be solved Leaders were willing to shed traditional leadership methods, to experiment, iterate and be perpetual learners.Now you can learn from them â their process and their results.
Join us Tuesday December 6th from 1 to 2 pm eastern â it's free⊠join us live or we'll send you the recording.
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Episode page with video, transcript, and more
Joining us today as our guest is Louis (Lou) A. Shapiro. He is the President and Chief Executive Officer of the Hospital for Special Surgery HSS. He has served in this role since October 2006.
Under Louâs leadership, HSS has experienced significant growth, expansion of facilities and recognition as the world leader in its specialty areas of orthopedics, rheumatology and their related disciplines.
Lou has more than 30 years of healthcare experience, including as Executive Vice President and Chief Operating Officer of Geisinger Health System in Pennsylvania, and as a leader in the healthcare practice at McKinsey & Company. He began his career at Allegheny General Hospital in Pittsburgh, where he served in a number of capacities.
Today weâre going to be talking about how the culture at HSS contributes to their habitual excellence, including 13 years being ranked #1 at what they do as a specialty hospital for musculoskeletal care. What's the role of hiring the best of the best and how does a culture help them thrive and stay? What can be learned from the HSS approach that delivers such great value, including incredibly low infection rates.
In today's episode, Lou talks with with host Mark Graban, about topics and questions including:
Patients being willing to travel to HSS for better care and service (Net Promoter Score of 94) HSS will be celebrating its 160th year anniversary Do other organizations who are losing patients to HSS look to them for how to improve and compete? Why Lou doesn't compare HSS to anybody else Sharing data transparently Culture as strategy Would the HSS management model and culture translate to a general hospital or system? Commitment to culture on top of hiring the very best (and keeping them) Breaking down tradeoffs: better flow, faster care can also be more caring care, higher quality care, safer care Comparing costs - not just per episode, but across the continuum including conservative care The importance of not becoming a commodity Being visible and accessible as a leader "Excellence" as one of the values of the organization and realizing you're not perfect Aiming for and wanting ZERO injuries, infections, complications and ZERO dissatisfied patients -
Get slides and more
Presented on October 18, 2022
Presented by
Ken Segel, CEO of Value Capture Mark Graban, Senior Advisor with Value Capture.In healthcare organizations, the COVID crisis has damaged workersâ safety, both physically and psychologically. Many organizations are struggling deeply with morale, and face difficulties in recruiting and retaining staff.
It's been demonstrated that every institution can rebuild trust and solve these challenges, by dramatically growing its ability to keep providers and patients safe by leading and engaging everyone in different ways.
Paul OâNeill, the former Alcoa CEO, US Treasury Secretary, healthcare safety pioneer, and Value Captureâs first non-executive Chairman, relentlessly demonstrated a leadership âplaybookâ that started with workforce safety as the lever to achieve habitual excellence, which produced world-leading results in every core measure.
The webinar will bring OâNeillâs approach to life for attending leaders by comparing typical practices in healthcare with case examples from Alcoa and the institutions in healthcare that have applied this "playbook."
Learning ObjectivesAt the end of this webinar, you will understand:
The differences between the framework demonstrated by Paul OâNeill vs. typical leadership approaches Applications of the "playbook" principles via case examples that illustrate each critical component How to use safety as a non-arguable lever for creating habits that lead to habitual excellence in all measures The breakthrough results that have been achieved through this approachThe recording page also includes "deeper dive" information including:
Video clips Free eBooks Podcast episodes Blog posts And more -
Register for the webinar
Attend live on October 18 at 1 pm ET, or register to see the recording using the same link
Presented by
Ken Segel, CEO of Value Capture Mark Graban, Senior Advisor with Value Capture.In healthcare organizations, the COVID crisis has damaged workersâ safety, both physically and psychologically. Many organizations are struggling deeply with morale, and face difficulties in recruiting and retaining staff.
It's been demonstrated that every institution can rebuild trust and solve these challenges, by dramatically growing its ability to keep providers and patients safe by leading and engaging everyone in different ways.
Paul OâNeill, the former Alcoa CEO, US Treasury Secretary, healthcare safety pioneer, and Value Captureâs first non-executive Chairman, relentlessly demonstrated a leadership âplaybookâ that started with workforce safety as the lever to achieve habitual excellence, which produced world-leading results in every core measure.
The webinar will bring OâNeillâs approach to life for attending leaders by comparing typical practices in healthcare with case examples from Alcoa and the institutions in healthcare that have applied this "playbook."
Learning ObjectivesAt the end of this webinar, you will understand:
The differences between the framework demonstrated by Paul OâNeill vs. typical leadership approaches Applications of the "playbook" principles via case examples that illustrate each critical component How to use safety as a non-arguable lever for creating habits that lead to habitual excellence in all measures The breakthrough results that have been achieved through this approach -
Episode page with video clip, transcript, and more
Welcome to Episode #71 of Habitual Excellence, presented by Value Capture.
Joining us today as our guests are Leah Binder and Dr. Richard Shannon.
Leah Binder is President & CEO of The Leapfrog Group, representing employers and other purchasers of health care calling for improved safety and quality in hospitals. Under her leadership, The Leapfrog Group launched the Leapfrog Hospital Safety Grade, which assigns letter grades assessing the safety of general hospitals across the country.
Richard P. Shannon, MD serves as the Chief Quality Officer for Duke Health. He is responsible for the overall direction, leadership and operational management of the quality and safety programs of Duke Health, and provides leadership in strengthening a quality culture where everyone is engaged and respected.
Leah and Rick are both amongst the great lineup of presenters at an executive seminar thatâs being hosted by Duke Health in Durham, NC â on September 15th and 16th â titled âLeading with Safety.â
Today weâre going to be talking about the urgent need to improve safety and quality in healthcare â and what leading organizations are doing to make progress toward ideal care and zero harm.
In today's episode, Leah and Rick talk with host Mark Graban, about topics and questions including:
How would you describe the landscape of patient safety today? 20 years since the IOM Report - accelerating in the past decade? Getting worse during the pandemic? Headline: âU.S. Hospitals Are Getting Safer for Patients, Study Findsâ - Certain adverse events down from about 20% of patients to 10%⊠thoughts? Whatâs the difference between the Leapfrog Hospital Safety Grade and the Leapfrog Hospital Survey / ASC Survey? Beyond the grades, what do you see happening in the A hospitals vs. the others with lower grades?? Rick â Tell us about Duke Healthâs language around having a âcommitment to zero harmâ and how thatâs not just a slogan? How do you make practical and meaningful progress toward zero harm? Leah â How do employers look at the issue and what are they asking for or demanding now? Why are we doing this seminar for CEOs and the C-suite instead of quality leaders?? Rick, why host the seminar at Duke Health? The Consolidated Appropriations Act of 2020 -
CEO for the MUSC Health Charleston Division and the chief clinical officer for MUSC Health.
Welcome to Episode #70 of Habitual Excellence, presented by Value Capture.
Joining us today as our guest is David Zaas, MD, MBA. He is the chief executive officer for the MUSC Health Charleston Division and the chief clinical officer for MUSC Health.
Dr. David Zaas is a pulmonary and critical care medicine physician with an interest in advanced lung diseases and lung transplantation. Dr. Zaas's research interests have focused on improving outcomes from lung transplantation including the role of infectious complication and organ rejection. Dr. Zaas is also actively engaged in the education of students and graduate trainees as well as a leader in hospital administration.
Dr. Zaas graduated from Yale University in 1994.
He completed his medical degree at Northwestern University in 1998 and did his internship and residency at Johns Hopkins Hospital. He completed his fellowship training at Duke in Pulmonary and Critical Care Medicine in 2005.
He formerly served as medical director for lung transplantation at Duke. Dr. Zaas joined the MUSC faculty in 2020 and he is a professor of medicine at MUSC.
In today's episode, Dr. Zaas talks with host Mark Graban, about topics and questions including:
If a lean management system is the solution, lets talk first about the problem statements that make an LMS necessary and helpful⊠what is the biggest pain point or problem? How has that problem statement evolved with Covid? The mistake of jumping in - can be compassionate about that... âHow do we develop trust⊠absolutely criticalâŠâ Tips for starting to build trust â canât just order people to trust you? âWish we had started it earlierâŠâ How do you define a Lean management system â what are the major components? âHelp chainâ â tell us more about what that means and how that works⊠âLong standing commitment to just cultureâ Zero harm as a goal - articulating that in an inspiring way? How do you incorporate goals and values around diversity and inclusion? How do you SHOW that treat everybody with dignity and respect? How do the right mindsets, principles, and behaviors influence the actions of leaders in a LMS? How does the LMS affect your workforce? How does it help develop people? Whatâs your biggest lesson learned about LMS? Something you would have done differently? â evolution and improvement -
Episode page with video, transcript, and more
Welcome to Episode #69 of Habitual Excellence, presented by Value Capture.
Joining us today as our guest is Susan Moffatt-Bruce, M.D., Ph.D. M.B.A., FRCSC. She is a thoracic surgeon and she is the Chief Executive Officer at the Royal College of Physicians and Surgeons of Canada.
She was previously executive director of The Ohio State Universityâs Wexner Medical Center University Hospital.
Prior to that, she was the OSU Wexner Medical Centerâs first chief quality and patient safety officer. She and her team were celebrated for their success in reducing patient safety events and hospital re-admissions.
Dr. Moffatt-Bruce completed medical school and residency in General Surgery at Dalhousie University. She undertook a PhD in Transplant Immunology at the University of Cambridge, England, and completed her Cardiothoracic Surgery fellowship at Stanford University, California.
She also trained at Intermountain Healthcare, the Institute for Healthcare Improvement, Harvard School of Public Health. Dr. Moffatt-Bruce has a Lean Six Sigma Black Belt certification. She earned her Masters of Business Operational Excellence and her Executive Masters of Business Administration at the Fisher College of Business at the Ohio State University.
In today's episode, Susan talks with host Mark Graban, about topics and questions including:
How did you get interested in the practice of continuous improvement? âScience of continuous improvementâ Engaging surgeons in continuous improvement? From singular improvements to a System level â How would you describe a âCulture of Continuous Improvementâ in healthcare? Successes â examples and impact? Reducing patient safety events Reducing hospital re-admissions Challenges and lessons learned - things you would have done differently? MBOE program â any other surgeons in that program? What did you learn about C.I. through that? Aravind Chandrasekaran - Episode 25, academic director How would you suggest others get started in their organization?Click to visit the main Habitual Excellence podcast page.
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Episode page: https://valuecapturellc.com/he68
Joining us today as our guest is Jeff Hunter, the President of Jeff Hunter Strategy.
He is the author of Patient-Centered Strategy: A Learning System for Better Care, published by Catalysis in 2018.
Jeff is on the faculty of Catalysis, and the Donald J. Schneider School of Business and Economics at St. Norbert College.
From 1991 until his retirement in 2015 he was the Senior Vice President, Strategy and Marketing for ThedaCare, a healthcare system based in Appleton, Wisconsin.
Jeff received his B.S. in Economics from the University of Detroit and his M.A. in Health Services Administration from the University of Wisconsin-Madison.
In today's episode, Jeff talks with host Mark Graban, about topics and questions including:
As we shift to a new mode of the pandemic â living with Covid â What are you hearing from healthcare leaders about whatâs required next? Hearing a lot of âThank God I had the Lean management systemâ for the pandemic - discipline, standard work How do you define strategy? Not just a binder⊠Strategy plan vs. strategy? Differentiation â what differentiates us? Not imitating From budgeting to financial forecasting (beyond budgeting) Strategy plan or hypothesis? - PDSA cycles â Roadmap or GPS? Strategy formulation and strategy deployment?? Lot of choices that have to be made? How to make better choices? Better choices more quickly? How do you define a management system, a strategic management system? What makes it really work? Reinvigorating the management system, but learning from the first timeClick to visit the main Habitual Excellence podcast page.
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Episode page: https://valuecapturellc.com/he67
Welcome to Episode #67 of Habitual Excellence, presented by Value Capture.
Joining us today as our guest is Denise Cardo, MD.
Dr. Denise Cardo is the director of the Division of Healthcare Quality Promotion (DHQP), National Center for Emerging and Zoonotic Infectious Diseases (NCEZID) at the Centers for Disease Control and Prevention (CDC). Dr. Cardo joined CDC in 1993 as a medical epidemiologist in the Hospital Infections Program (later named as Division of Healthcare Quality Promotion). After holding several leadership positions in DHQP, she was selected as division director in 2003.
Her interests include patient safety, occupational health, prevention of healthcare-associated infections, and antimicrobial resistance.
Sheâs recently the co-author of a NEJM Perspectives piece:
Health Care Safety during the Pandemic and Beyond â Building a System That Ensures Resilience
In today's episode, Dr. Cardo talks with host Mark Graban, about topics and questions including:
Why should we aim beyond merely âgetting betterâ and why should we be aiming for Zero Harm? Aim for âperfect healthcare with no harm? What are some practices that are not evenly distributed across the US? Working previously with PRHI - Ken Segel and Paul OâNeill? 70% decrease in harm showed whatâs possible Preventing preventable infections or ALL infections?? What is the role of CDC in promoting and partnering with healthcare organizations on patient safety? How has that evolved? Policies to incentivize - transparency and accountability Aligning payment to results⊠most countries arenât there yet Please tell us how the CDC partners with CMS, AHRQ, and other federal agencies? With private advocacy groups? Focusing on Americans, CDC is a global leader â Collaboration or learning from similar organizations in other countries that are focused on patient safety? Lessons from the Covid pandemic? As you wrote about in the NEJM, why have we seen more patient safety problems recently, including more falls, more infections, more pressure ulcers in hospitals and SNFs? You and your co-authors wrote the recent trends âseverely suggests that our health care system lacks a sufficiently resilient safety culture and infrastructure.â Disparities and equity - not just access to care, but âquality careâ Moving forward, what evidence would you expect to see if we DID have a âsufficiently resilient safety culture and infrastructureâ?Click to visit the main Habitual Excellence podcast page.
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