Creating a Culture of Accountability in Health Care

  title={Creating a Culture of Accountability in Health Care},
  author={Joshua O'Hagan and David Persaud},
  journal={The Health Care Manager},
Health care providers are constantly striving to improve quality and efficiency by using performance management systems and quality improvement initiatives. Creating and maintaining a culture of accountability are important for achieving this end because accountability is the reason for measuring and improving performance. The keys to creating a culture of accountability will be explicated by examining the extant literature, and from this, 6 methods will be outlined for creating such a culture. 
Creating and sustaining a culture of accountability for patient experience
Mayo Clinic Arizona revisits Mayo Clinic Arizona's (MC sources to drive improvement), and shares the methodologies, tools and resources used to of accountability for patient experience at MCA, arguing that a comprehensive approach to improvement produces the best results.
Accountability in Healthcare in India
  • Manish PriyadarshiSanjiv Kumar
  • Political Science, Medicine
    Indian journal of community medicine : official publication of Indian Association of Preventive & Social Medicine
  • 2020
The article describes three accountability-enhancing strategies, namely reducing the pilferage, assuring acquiescence with procedures and standards, and improved learning from the past experience.
Enhancing Learning, Innovation, Adaptation, and Sustainability in Health Care Organizations: The ELIAS Performance Management Framework
  • D. Persaud
  • Political Science
    The health care manager
  • 2014
The benefit of the framework, when used as outlined, would be to enhance the chances of health care organizations achieving the goals of ongoing adaptation and sustainability, by design, rather than by chance.
Perceptions and experiences of frontline health managers and providers on accountability in a South African health district
A ‘just culture’, teamwork and collaboration between primary health care and hospitals and community participation were seen as promoting accountability, enabling collective responsibility, a culture of learning rather than blame, and ultimately, access to and quality of care.
[The strategic impact of clinical practice guidelines in nursing on the managerial function of supervision].
The importance of building and using CPG-Ns as instruments to support the figure of the nursing supervisor in order to optimise the implementation of R&D and hospital quality strategies, enabling clinical excellence in nursing processes and cost-efficient reallocation of economic resources through their linear integration with SARs is defended.
A lack of therapeutic engagement and consumer input in acute inpatient care planning limits fully accountable mental health nursing practice.
It is argued that the lack of meaningful care plan discussions between consumers and mental health nurses in an acute setting is a limitation to the practice of fully accountable mental health nursing care.
Leading Clinical Handover Improvement: A Change Strategy to Implement Best Practices in the Acute Care Setting
Although gaps in hand over process and function knowledge remain, efforts to improve handover safety and effectiveness are still possible, and fundamental changes in handover policies and practices may be possible.
Promoting Continuous Quality Improvement in the Alabama Child Health Improvement Alliance Through Q-Sort Methodology and Learning Collaboratives
The integrated processes of Q-sort methodology, learning collaboratives, and CQI offer a practical yet innovative way to identify and prioritize state measures for child and adolescent health and establish a learning agenda for targeted quality improvement activities.
Building a Community of Research Practice
This article explicates the intragroup social dynamics and work of a nursing and education research team as a community of research practice interested in organizational cultures and occupational


The Veterans Health Administration: quality, value, accountability, and information as transforming strategies for patient-centered care.
The Veterans Health Administration is the United States' largest integrated health system, recognized for leadership in clinical informatics and performance improvement, cares for more patients with proportionally fewer resources, and sets national benchmarks in patient satisfaction and for 18 indicators of quality in disease prevention and treatment.
The utilization of systematic outcome mapping to improve performance management in health care
A management framework called systematic outcome mapping is outlined that provides for performance management rather than just performance measurement by allowing for quality improvement to be built into performance indicator development.
Creating a culture for health care quality and safety.
Using case scenarios, this article demonstrates potential consequences for patient safety and quality of care when information sharing between medical technologists and nurses is not a part of a hospital's culture.
Implementing culture change in health care: theory and practice.
To transform the culture of a whole health system such as the UK National Health Service would be a complex, multi-level, and uncertain process, comprising a range of interlocking strategies and supporting tactics unfolding over a period of years.
Improving the quality of health care in the United Kingdom and the United States: a framework for change.
The multilevel change framework and associated properties provide a framework for assessing progress along the journey in efforts to sustain the impetus for quality improvement over time.
Running to Stand Still: Change and Management in Canadian Healthcare
Medical Errors and Quality of Care: From Control to Commitment
This article examines two alternative management philosophies—control-based and commitment-based—premised on opposite sets of assumptions about human motivation, and it develops a model linking the overall management philosophy with medical errors and quality of care.
A report card on continuous quality improvement.
Until there is a profound, organization-wide recognition of the need for change, universal commitment to CQI principles will not be achieved.
Restructuring the Healthcare Management Paradigm: Toward Organic Management
Gaining and maintaining commitment to large-scale change in healthcare organizations
It is proposed that in order to effect change, implementers must first gain commitment to the change and this can be done by successfully managing the transition using action steps such as consolidating change using feedback mechanisms and making the change a permanent part of the organization's culture.