Primary care, process improvement and turmoil

Journal of Ambulatory Care Management

Volumn 20, Issue 4, 1997, Pages 32-38

  Magnan, Sanne ^a   Solberg, Leif I ^b   Giles, Katherine ^b   Kottke, Thomas E ^c   Wheeler, John W ^b  

^a Blue Cross Blue Shield of Minnesota   (United States)

^b HEALTHPARTNERS INSTITUTE   (United States)

^c MAYO CLINIC   (United States)

Author keywords

Change; Continuous quality improvement; Preventive services; Primary care; Turmoil

Indexed keywords

AMBULATORY CARE; HEALTH CARE DELIVERY; HEALTH MAINTENANCE ORGANIZATION; MANAGED CARE; PREVENTIVE MEDICINE; PRIMARY MEDICAL CARE; QUALITY CONTROL; REVIEW; UNITED STATES;

EID: 0030705220     PISSN: 01489917     EISSN: None     Source Type: Journal    
DOI: 10.1097/00004479-199710000-00006     Document Type: Review

References (20)

1. Beer, M., Eisenstat, R.A., & Spector, B. (1990). Why change programs don't produce change. Harvard Business Review, 68, 158-166.
2. Bell, H. (1996). Joining the ranks of the employed. Minnesota Medicine, 79, 14-18.
3. Bridges, W. (1991). Managing transitions, making the most of change. Reading, MA: Addison-Wesley Publishing.
4. Covey, S.R. (1989). The 7 habits of highly effective people. New York: Simon & Schuster.
5. Deming, W.E. (1986). Out of the crisis. Cambridge, MA: Massachusetts Institute of Technology, Center for Advanced Engineering Study.
6. Early, J.F., & Godfrey, A.B. (1995). But it takes too long.... Quality Progress, 28, 51-55.
7. Edmonstone, J. (1995). Managing change: an emerging new consensus. Health Manpower Management, 21, 16-19.
8. Godfrey, A.B., Berwick, D.M., & Roessner, J. (1992). Can quality management really work in health care? Quality Progress, 25, 23-27.
9. Goldman, L. (1995). The academic health care system: preserving the missions as the paradigm shifts. JAMA, 273, 1,549-1,552.
10. Hogan, T.M., Almen, I.L, Erickson, A.M., Farmer, K.L., Franek, K.A., Froman, C.M., Gaul, K.M., Gilbertson, J.K., Grossman, J.R., More, M.L, Petricka, S.J., Reinardy, M.E., & Roetzel, J.R. (1997). Implementing a preventive care services delivery system in a community clinic. Medical Journal of Allina, 6, 35-37.
11. Iglehart, J.K. (1995). Rapid changes for academic medical centers. New England Journal of Medicine, 332, 407-411.
12. Kanter, R.M. (1986). Becoming a healthcare change master. Healthcare Executive, 1, 18-21.
13. Kassirer, J.P. (1996). Mergers and acquisitions - Who benefits? Who loses? New England Journal of Medicine, 334, 722-723.
14. Robinson, M. (1996). Health care becomes big business. Business and Health, 74(Suppl. C), 29-32.
15. Rogers, M.C., Snyderman, R., & Rogers, E.L. (1994). Cultural and organizational implications of academic managed-care networks. New England Journal of Medicine, 331, 1,374-1,377.
16. Shaw, D.A., & Hoban, T.W. (1992). Twin Cities health care mergers, acquisitions, and affiliations: Implications for independent physician practices. Minnesota Medicine, 75, 24-31.
17. Solberg, L.I., Isham, G., Kottke, T.E., Magnan, S., Nelson, A.F., Reed, M., & Richards, S. (1995). Competing HMOs collaborate to improve preventive services. The Joint Commission Journal on Quality Improvement, 21(11), 99-609.
18. Solberg, L.I., Kottke, T.E., Brekke, M.L., Calomeni, C.A., Conn, S.A., & Davidson, G. (1996). Using CQI to increase preventive services in clinical practice - Going beyond guidelines. Preventive Medicine, 25, 259-267.
19. Solberg, L.I., Kottke, T.E., Conn, S.A., Brekke, M.L., Calomeni, C.A., & Conboy, K. (in press). Delivering clinical preventive services is a systems problem. Annals of Behavioral Medicine.
20. Wheatley, M.J. (1994). Leadership and the new science: Learning about organization from an orderly universe. San Francisco: Berrett-Koehler Publishers.