Concurrent implementation of quality improvement programs: Coordination or conflict?

Abstract

Purpose

Competing activities and projects can interfere with implementing new knowledge and approaches. The purpose, therefore, was to investigate processes and impact related to implementing two concurrent quality initiatives in a Swedish hospital. These were a regionally initiated, system-wide organizational learning programme called the Dynamic and Viable Organization (DVO) and a national initiative on stopping healthcare-associated and hospital-acquired infections (SHAI). Both undertakings aspired to increase staff competence in systematic improvement approaches.

Design/methodology/approach

Multiple methods were applied including surveys, observations, interviews, process diaries, documents and organizational measurements. Respondents were unit managers, change facilitators and improvement team members.

Findings

Even though both initiatives shared the same improvement approach, there was no strong indication that they were strategically combined to benefit each other. The initiatives existed side by side with some coordination and some conflict. Despite absent management strategies to utilize the national SHAI initiative, positive developments in QI culture and communication were reported. The current study illustrates the inherent difficulties coordinating change initiatives, even in favourable circumstances.

Orginality/value

This article addresses the lesser studied but common situation of coinciding and competing projects in organizations.

Citation

Elisabeth Nyström, M., Garvare, R., Westerlund, A. and Weinehall, L. (2014), "Concurrent implementation of quality improvement programs: Coordination or conflict?", International Journal of Health Care Quality Assurance, Vol. 27 No. 3, pp. 190-208. https://doi.org/10.1108/IJHCQA-08-2012-0085