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Clarify the Problem or Opportunity for Improvement...

Clarify the Problem or Opportunity for Improvement...

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Author: Minnie Fisher
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Clarify the Problem or Opportunity for Improvement (OFI) Clearly describe the problem or Opportunity for Improvement (OFI) that you have selected for your MAP.

I. Clarify the Problem or Opportunity for Improvement (OFI)
Clearly describe the problem or Opportunity for Improvement (OFI) that you have selected for your MAP. Why is itimportant to resolve this problem right now? What are the consequences of not resolving this problem right now?
 
II. Clarify your Measureable Goal
Clearly describe the desired outcome from your MAP implementation. What are you trying to accomplish? Howwill successful MAP implementation be measured and assessed? What realistic constraints do you have as youbegin creation of your plan? Consider limits on time, money, and other resources that are specific to your MAP.
 
III. Prepare a List of Possible Actions
Consider possible root causes of the OFI. Why do you believe the problem exists? Brainstorm and present a listof all possible actions that you may need to take in order to achieve your MAP goal. At this stage, focus ongenerating as many different options and ideas as possible. It is likely that not all of your ideas will make it intoyou final MAP. Write down your ideas just as they come to your mind, trying not to judge or analyze them at this stage.
 
In your brainstorming, be sure to consider ideas* involving:
 Leadership
 Governance
 Clinical performance
 Physicians
 Nurses
 Clinical support services
 Knowledge management
 Human resources
 Financial management
 Internal consulting
*It is understood that some of these areas may not apply to your particular MAP, but all areas should at least be considered in this process.
 
IV. Organize your Key Action Steps into a Management Action Plan
Decide on the sequencing of your Key Action Steps. For each Key Action Step, what other steps must be completed before that specific action can be taken? Rearrange your Key Action Steps into a sequence of ordered activity. Then look at your plan once again. Are there any ways to simplify the plan further before presenting it?
 
V. Accountability
For each Key Action Step, assign a responsible party or group within your organization (by position, department,or team name, not by individual name), and assign a suspense date by which the Key Action Step must be completed. Then, based upon all of your Key Action Steps and their suspense dates, provide a realistic completion date for the entire MAP.
 
VI. Measurement and Monitoring
Now, explain in detail how you will measure the success of your MAP following implementation and how you will monitor ongoing performance to prevent regression and loss of the positive change that has taken place.


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