Notes from the Editor - in - Chief
نویسندگان
چکیده
A few years ago, G. Ross Baker and five colleagues published a series of case studies under the title High Performing Healthcare Systems: Delivering Quality by Design (2008). Their goal was to investigate a handful of international and Canadian healthcare systems in order to learn about the leadership strategies, organizational processes and investments that had earned those systems the adjective “high performing.” In their introduction to that collection, the researchers held out the Toyota Motor Corporation as an exemplar of the successful quest for quality. Alas, they mused, “there is no Toyota in healthcare: no one system clearly outdistances its competitors in virtually all its products and services” (23). Within a year, however, Baker et al. must have reflected a bit uneasily over their comparison: by late 2009, a series of quality-control lapses had forced Toyota into a series of embarrassing and costly product recalls involving mechanical, electrical and software failures. From this little narrative I take away a lesson not only of time’s mostly inscrutable (and unavoidable) ironic power, but also about the difficulty both of defining and engineering quality with absolute certainty and long-term stability. And yet, it is into this complicated wilderness that our lead authors – Terence Sullivan, Frederick D. Ashbury, Jason Pun, Barbara Pitts, Nina Stipich and Jasmine Neeson – bravely stride and, in so doing, offer many valuable angles from which to view the subject. As guides on their journey, Sullivan and his co-authors relied on extensive information gathered through interviews with 53 health leaders from across Canada. These interviews were aimed at gaining “critical issues and perspectives” about three broad topics:
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تاریخ انتشار 2011