Need to respond to the following student led discussion and the professor also as that “we keep in mind the objective for this week is to: Compare and contrast the frameworks for the Magnet Recognition Program, Pathways to Excellence Program and Malcolm Baldrige National Quality Awards and their impact on creating quality organizations using theory and evidence not limited to systems thinking, organizational and behavioral theories and Donabedian’s framework of structure, process and outcomes.” The questions are also listed below under the students summary and discussion. Must be US based information.
Health care organizations seek certifications and awards externally to validate or influence the institution by procuring motivation, ambition, and commitment around those ideals. Not only do these external awards make the organizations more competitive, but also motivate improving performance around quality and safety (Weirich, 2017). For example, public reporting of the consumer experience of healthcare in the Hospital Consumer Assessment of Health Plans Survey (HCAHPS) are correlated with the Baldrige Award, Magnet Designation, and Pathway to Excellence (PTE) certifications that include indicators such as communication with providers, hospital environment, patient and family engagement, and discharge information (Weirich, 2017). Furthermore, these align with financial incentives designed by the Centers for Medicare & Medicaid Services (CMS) that attached value-based care by stating it would no longer pay for hospital acquired conditions that are preventable and avoidable (CMS, 2021). Each of these recognitions are incredibly motivational for organizational inspiration and change.
The awards are external recognitions for internal excellence that produce positive outcomes. All these certifications recognize quality and safety by gauging improvement measures. If we reflect on the organizational theories we have learned, we can see the direct correlation of these theories to the external awards that validate the internal quality. The criteria and framework amongst these quality theories revolve around organizational systems thinking in complex adaptive environments (Crowell & Boynton, 2020) (Watkins et al., 2017). For example, how multiple parts make up the whole and how each influences the others. Our hearts are amazing machines capable of sustaining the flow of oxygen and nutrients out to our bodies. But the heart needs the arteries, capillaries, and veins to get it to our organs to keep them perfused and capable of processing digestion, waste, thought, breath, and physicality. They are all a part of the same whole and yet they are uniquely different.
The Malcolm Baldrige Quality Award, Magnet Designation, and PTE all reflect influence and carry with them a sense of accomplishment and influence for an organization while being rooted in these quality theories and systems thinking. Each framework represents what is best in service of the patient. Baldrige evaluates organizations in seven areas that involve everyone in the system. For example, leadership, strategy, customers (patients), measurement, analysis and knowledge management, workforce, process, and results (NIST, 2021). Conversely, Magnet Designation and PTE focus solely on the quality of the nursing workforce and share a focus on the professional practice environment to procure structural empowerment for nurses (Harolds & Miller, 2020). None of these certifications are easy to attain and require a level of commitment in terms of years. Moreover, only two hospitals (both in New Jersey) have received the Baldrige award, whereas zero hospitals in New York, Connecticut, and Pennsylvania have been awarded (Baldrige, 2019). Considering this information and the relative readings, please answer the following questions:
Name at least two organizational system theories that are focused on quality improvement and how they relate to external recognitions, designations, and certifications.
How does complex adaptive science and leadership relate to quality and improvement?
Which designation has your institution received? If you have not received, is the organization exploring them in anyway? If so, how is it affecting the culture of your organization? If they are not considering these certifications, what do you believe is the reasoning and do you think they should?
Compare and contrast Baldrige and Magnet and relate it to patient outcomes? Is there a difference? OR Compare and contrast Magnet and PTE. Is PTE just a less intense version of Magnet or a way for smaller organizations to get a quality certification?
References
Baldrige award recipients listing. Baldrige Performance Excellence Program. (2019, August 27). Retrieved March 16, 2022, from
Crowell, D. M., & Boynton, B. (2020). Complexity Leadership: Nursing’s role in health-care delivery. F.A. Davis Company.
Harolds, J. A., & Miller, L. B. (2020). Quality and safety in healthcare, part LXXV. Clinical Nuclear Medicine, 47(2).
National Institutes of Standards & Technology (NIST). (2021). Baldrige Excellence Builder; 2021-2022. Washington, DC.
Watkin, D., Earnhardt, M., Pittenger, L., Roberts, R., Rietsema, K., & Cosman-Ross, J. (2017). Thriving in complexity: A Framework for Leadership Education. Journal of Leadership Education, 16(4), 148–163.
Weirich, B. (2017). Healthcare Quality Excellence: A Comparison of Malcolm Baldrige and Magnet Designation Recipients (dissertation). MUSC Theses and Dissertations, Charleston, SC. ; (Links to an external site.)
Wilson, M., Sleutel, M., Newcomb, P., Behan, D., Walsh, J., Wells, J. N., & Baldwin, K. M. (2015). Empowering nurses with evidence-based Practice Environments: Surveying magnet®, pathway to excellence®, and Non-Magnet facilities in one healthcare system. Worldviews on Evidence-Based Nursing, 12(1), 12–21.
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