![]() That made it real and I think really motivated them to how do I get to zero next time. The teams on the floor not only knew about a patient or an employee who was harmed but they knew their story. ![]() ![]() I think the key to engaging the team was the use of visual management and the ability to translate this to a human story. We focused on a new concept for us: how do we use visual management to engage our team? We asked every unit to huddle every day to review our six priority harms to understand every time that we didn’t reach perfect what happened and what we could do differently. We walked away from statistics and benchmarks and scorecards and focused on identifying harms, learning from them, and sharing what we learned to improve our processes and keep others safe. We wanted to create the ability to see harm to patients and each other in real time and measure it in terms of people impacted. Our team is connected, on a more human level, to each harm at our hospital. How do we redesign our system in order to empower others to achieve higher reliability, and stay true to safety for patients and each other? Zero harm is so critical in health care. One goal was to empower our team to achieve zero harm for patients and each other. What was the desired goal of your capstone project? I tried to link my Fellows capstone project to what is a major priority for the organization. We were just starting that journey at the time I knew I would be starting the Baldrige Executive Fellows program. My capstone project was focused on a journey that I think many health care programs are on: how do we really focus on zero harm to patients and zero harm to each other. What inspired your capstone project for the Baldrige Executive Fellows? It offers the Duke Raleigh Cancer Center, Duke Raleigh Orthopaedic and Spine Center, cardiovascular services, neurosciences, advanced digestive care, disease management and prevention, wound healing, outpatient imaging, intensive and progressive care, pain clinic, same-day surgery, emergency department, and community outreach and education programs. In the following interview, I sought more detail on his capstone project, his experience with the Baldrige Executive Fellows, and the results achieved by Duke Raleigh Hospital, which served more than 69,000 inpatients and 2.3 million outpatients in fiscal year 2018. As he entered the Fellows program, his commit-to-zero harm goal became his capstone project, and he was able to use all of the aspects of the fellowship to move toward this goal. In alignment with Duke Health’s values of excellence in quality and safety, Duke Raleigh Hospital wanted to ensure that zero patients or team members suffered harm while receiving or providing care, acknowledging that a single harm to any patient or team member is one too many. The Fellows’ capstone projects are intended to yield significant, systemic impact in their own organizations.ĭavid Zaas, MD, MBA, President of Duke Raleigh Hospital , and his organization were already on a journey when he entered the Baldrige Executive Fellows Program. They also have a network of other Fellows with whom they can test ideas and innovations and receive feedback. To do this, they develop a project to innovate or improve something of strategic significance using Baldrige concepts and what they learn from the best practices of Baldrige Award recipients whom they visit during their year-long fellowships. ![]() With the help of peer feedback, face-to-face knowledge sharing, and coaching, Baldrige Executive Fellows work on a capstone leadership project to drive strategic results improvement for their own organizations.
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