Influencing sceptical staff to become supporters of service improvement: a qualitative study of doctors' and managers' views.
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Achieving provider engagement: providers' perceptions of implementing and delivering integrated care.Measuring sustainability within the Veterans Administration Mental Health System Redesign initiative.The attitude of health care professionals towards accreditation: A systematic review of the literatureTen challenges in improving quality in healthcare: lessons from the Health Foundation's programme evaluations and relevant literature.Predicting changes in staff morale and burnout at community health centers participating in the health disparities collaboratives.Replication and sustainability of improved access and retention within the Network for the Improvement of Addiction TreatmentOntario's emergency department process improvement program: the experience of implementationSustainability of the integrated chronic disease management model at primary care clinics in South Africa.The role of embedded research in quality improvement: a narrative review.How does an accreditation programme drive improvement on acute inpatient mental health wards? An exploration of members' views.The transition of a large-scale quality improvement initiative: a bibliometric analysis of the Productive Ward: Releasing Time to Care programme.Factors affecting the successful implementation and sustainability of the Liverpool Care Pathway for dying patients: a realist evaluation.Sustaining organizational culture change in health systems.'Not quite Jericho, but more doors than there used to be'. Staff views of the impact of 'modernization' on boundaries around adult critical care services in England.A combined intervention to reduce interruptions during medication preparation and double-checking: a pilot-study evaluating the impact of staff training and safety vests.Barriers and enablers to implementing clinical treatment protocols for fever, hyperglycaemia, and swallowing dysfunction in the Quality in Acute Stroke Care (QASC) Project--a mixed methods study.Healthcare Quality Improvement and 'work engagement'; concluding results from a national, longitudinal, cross-sectional study of the 'Productive Ward-Releasing Time to Care' Programme.Framing quality improvement tools and techniques in healthcare the case of improvement leaders' guides.Change management in cancer care: a one-stop gynaecology clinic.Quality improvement in physiotherapy services.Enhancing physician engagement: an international perspective.Engineering a safe landing: engaging medical practitioners in a systems approach to patient safety.Organizational change management in mental health.Harm Reduction Behind Bars
P2860
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P2860
Influencing sceptical staff to become supporters of service improvement: a qualitative study of doctors' and managers' views.
description
2004 nî lūn-bûn
@nan
2004 թուականի Ապրիլին հրատարակուած գիտական յօդուած
@hyw
2004 թվականի ապրիլին հրատարակված գիտական հոդված
@hy
2004年の論文
@ja
2004年論文
@yue
2004年論文
@zh-hant
2004年論文
@zh-hk
2004年論文
@zh-mo
2004年論文
@zh-tw
2004年论文
@wuu
name
Influencing sceptical staff to ...... doctors' and managers' views.
@ast
Influencing sceptical staff to ...... doctors' and managers' views.
@en
type
label
Influencing sceptical staff to ...... doctors' and managers' views.
@ast
Influencing sceptical staff to ...... doctors' and managers' views.
@en
prefLabel
Influencing sceptical staff to ...... doctors' and managers' views.
@ast
Influencing sceptical staff to ...... doctors' and managers' views.
@en
P2093
P2860
P356
P1476
Influencing sceptical staff to ...... doctors' and managers' views.
@en
P2093
P2860
P304
P356
10.1136/QSHC.2003.007450
P577
2004-04-01T00:00:00Z