Applying a systems perspective to quality improvement training.

Abstract

Over the past decade, public and private healthcare organizations across the United States have been struggling to implement the principles of total quality management to improve service delivery and operating efficiency. Despite large investments in time and money, these organizations often are disappointed with the return on investment. This article argues that by failing to apply a systems perspective to organizational change efforts, well-intentioned executive staff members and training professionals unknowingly collaborate to ensure the failure of the quality initiative they hope will create a more effective and efficient organization.