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QUESTION

1. Compare and contrast the mandated quality improvement reporting activities and nonmandated, judgement-driven reporting activities in the health sectors discussed in this chapter. In your opinion, w

1. Compare and contrast the mandated quality improvement reporting activities and nonmandated, judgement-driven reporting activities in the health sectors discussed in this chapter. In your opinion, what are the pros and cons of each approach?

2. Value-based payments are one side of a two-sided value-based purchasing coin. What is the other side, and why is it so essential to the long-term sustainability of the movement? 

3. If one patient care unit in a hospital dramatically reduced the number of patient falls, how could the hospital support the spread of that improvement to other units?

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** **** low ********* ***** ****** ****** **** ***** Ransom **** p246)Mandatory ********* *** *** ********* of identifying ****** ** *** levels ********* ********* **** *** discriminate ** the **** ** *** ***** ***** minor errors ***** ****** ** a *********** ** *** ********* is ******* Mandatory ********* eliminates the ****** ** ****** from *** ******** ***** **** *** ****** to ****** *** types ** ********* *** **** ************ **** the approach ** the difficulty ** ********** *** ********* It ** hard ** force ****** to ****** ****** that **** *** ****** **** **** *** ****** ********* reporting **** not provide *** ******** ********** **** encourage *** **** ************* of ******************** ********* ** ***** ***** ** ******* *** ******* ** transparency ** *** ************ ****** ** *** ************ ********* participate ** the *********** process ***** **** ********* ********* et ** ***** ********* ********* *** the ************ ** *** ********* rates ****** ***** ***** ********* incidents ***** it **** ****** their *********** ** the ***** (Joshi Ransom Nash & ****** 2014 ***** Voluntary ********* **** ***** ****** ** some ****** ***** ****** ***** on *** ******** ********* people in *** ************ ***** ********* ********* ***** **** **** the organization ***** it rewards employees **** report their errors ******* of ********* themQuestion ** *********** PaymentThe ***** **** of *** *********** ********** **** is *** *********** **** ***** ************* ****** quality services *** providers also ***** ** providing ******* **** ****** Ransom Nash ***** Ransom **** ***** **** ********* **** ******** ******* healthcare *** ***** employees since ** ******* ***** performance *** **** ***** *********** ** continue ******* *** **** *** ********* ** ********** *** **** ******** ** ******* quality healthcare ** ******** *** organizations that purchase healthcare ********* (Gilman ** ** ***** Most ********* *** ***** ********* **** their ************* ****** the ******** * major client ** *** ********** ********* **** relationship **** ********* ********* ************** of *** ******** *** ** *** interdependence ******* ** al ***** The ********* help *** ************ **** *** ******** ********* while the ********* ****** ** *** main clients to *** ***************** 3: ****** ** ************** ******** *** initiate ******** **** ************ *********** ********** The **** **** *** ********** unit ** ********* and ******** ** ***** ***** (Taylor ** ** 2014) *** findings ** *** *********** **** **** *** ***** ** *********** *** the ************** ***** in the ******** The ******** ****** implement *** ******** ** *** ******** ** the ***** departments ***** ****** ***** ****** **** * 451) The ************** ****** ** ******** ** ******** *** ********* characteristics ** *** other ***** ******** et ** 2016) Some aspects might ******** ** they are *** ********** **** other ***** *** hospital ****** **** ******** ******** other *********** ** emulate the ********** unit               ReferencesEarp * * ****** * ***** Gilkey * B (2008) ******* advocacy *** ****** **** quality: Strategies *** ********* **************** care Sudbury MA: ***** ***** ************** * *********** J * Adams * K ******** A S ****** I * & ****** E R ****** *** ********* ****** of *********** ********** and the ******** readmissions ********* program ** safety-net ********* ** ***** * cohort study ****** of ******** ******** ****** ************** * ****** * Davies * ***** * R *********** * ****** * * ***** Leis * ****** *********** *** *********** ** the ****** ********** for ******* Improvement ********* Excellence) ********** * *** ******** ** ****** ******** ** *** healthcare *********** ********** BMJ **** *** *************** * ****** E * **** * B ***** ****** S * (2014) *** healthcare ******* ***** Vision ******** and ***** ******* IL: ****** Administration *********** * * Witkowski * ****** * ****** A B ******* * D ***** * * ***** Wertheimer * ****** ***** time-driven ************** ******* ** ******** value *********** opportunities ** ********** ******* ** ********** ********** 59(6) 399-412Macrae C ****** *** problem **** incident reporting BMJ **** *** ***** ************* I ******** A ***** * ********* * & ** * (2016) ******* ****** incident ********** * *********** study ** ******** *** *********** of ******* ** years ***** ***** *** is Human’ *** **** *** ***** *********** * * McNicholas * Nicolay * ***** * Bell * ***** **** * * ****** ********** ****** ** the application ** *** *********************** ****** to ******* ******* ** ********** BMJ Qual *** ***** *********************

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