Open innovation facilitates department-wide engagement in quality improvement: experience from the Massachusetts General
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and Other Interventional Techniques
Open innovation facilitates department‑wide engagement in quality improvement: experience from the Massachusetts General Hospital Yanik J. Bababekov1,2 · Sahael M. Stapleton1,2 · Daniel A. Hashimoto1,2 · Elan R. Witkowski1,2 · Alex B. Haynes1,2 · Allan M. Goldstein1,2 · John T. Mullen1,2 · Eric M. Isselbacher1,2 · Keith D. Lillemoe1,2 · David C. Chang1,2 Received: 12 April 2020 / Accepted: 16 September 2020 © Springer Science+Business Media, LLC, part of Springer Nature 2020
Abstract Background Quality improvement (QI) initiatives commonly originate ‘top-down’ from senior leadership, as staff engagement is often sporadic. We describe our experience with a technology-enabled open innovation contest to encourage participation from multiple stakeholders in a Department of Surgery (DoS) to solicit ideas for QI. We aimed to stimulate engagement and to assist DoS leadership in prioritizing QI initiatives. Methods Observational study of a process improvement. The process had five phases: anonymous online submission of ideas by frontline staff; anonymous online crowd-voting to rank ideas on a scale whether the DoS should implement each idea (1 = No, 3 = Maybe, 5 = Yes); ideas with scores ≥ 95th percentile were invited to submit implementation plans; plans were reviewed by a multi-disciplinary panel to select a winning idea; an award ceremony celebrated the completion of the contest. Results 152 ideas were submitted from 95 staff (n = 850, 11.2%). All Divisions (n = 12) and all staff roles (n = 12) submitted ideas. The greatest number of ideas were submitted by faculty (27.6%), patient service coordinators (18.4%), and residents (17.8%). The most common QI category was access to care (20%). 195 staff (22.9%) cast 3559 votes. The mean score was 3.5 ± 0.5. 10 Ideas were objectively invited to submit implementation plans. One idea was awarded a grand prize of funding, project management, and leadership buy-in. Conclusion A web-enabled open innovation contest was successful in engaging faculty, residents, and other critical role groups in QI. It also enabled the leadership to re-affirm a positive culture of inclusivity, maintain an open-door policy, and also democratically vet and prioritize solutions for quality improvement. Keywords Innovation · Quality · Safety · Leadership · Crowd-source · Technology Abbreviations DoS Department of Surgery IC Innovation Committee IL Innovation lab
Meeting presentation This original work was presented and earned a Poster of Distinction Award at the 100thAnnual Meeting of the New England Surgical Society in Montreal, Quebec, Canada, September 13–15, 2019. * Yanik J. Bababekov [email protected] 1
Massachusetts General Hospital, Harvard Medical School, Boston, MA, USA
Department of Surgery, Massachusetts General Hospital, 55 Fruit Street, Boston, MA 02114, USA
2
OIC Open innovation challenge QI Quality improvement The culture of quality improvement (QI) is deeply imbedded within Departments of Surgery (DoS) across the country [
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