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Mar 13, 2024 · After a series of news stories revealed medical errors and poor quality healthcare at Beth Israel, the hospital embarked on a quality improvement program to address the issues. This was a targeted intervention aimed at changing processes and the leadership structure to improve patient care.
When he became CEO of Beth Israel Deaconess in 2002, the organisation faced financial crisis, deep seated problems with the quality and safety of patient care, poor staff morale and fractious relationships,
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Aug 19, 2024 · After a series of news stories revealed medical errors and poor-quality healthcare at Beth Israel, the hospital embarked on a quality improvement program to address the issues. This was a targeted intervention aimed at changing processes and the leadership structure to improve patient care.
- Kate Gregory
A competitive healthcare environment in Boston was the backdrop to a merger between two large hospitals with differing cultures. This case study examines how the newly-merged and dysfunctional Beth Israel Deaconess Medical Center became valued by patients, staff, and referrers.
It appears that BIDMC’s excellent performance and emphasis on quality improvement (QI) is due to a combination of organizational factors, internal processes, and practical tools. The key organizational factors include the following: • The effective use of multidisciplinary teams to study quality problems, drill down
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The Silverman Institute provides leadership for a wide variety of quality and patient safety improvement initiatives that are influential in improving the care of patients at BIDMC.
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In December of 2007, BIDMC's Board of Directors formally voted to support two audacious, long-term goals for improving the quality and safety of care for our patients. The first is to eliminate preventable harm at BIDMC, which includes both physical and emotional harms.
