The "House of Trust". A framework for quality healthcare and leadership.
| Autor: | Vanhaecht K; Leuven Institute for Healthcare Policy, KU Leuven, KU Leuven University of Leuven, Leuven, Flanders, Belgium.; Department of Quality, University Hospitals of Leuven, Leuven, 3000, Belgium., Lachman P; Royal College of Physicians of Ireland, Dublin, Leinster, Ireland., Van der Auwera C; Leuven Institute for Healthcare Policy, KU Leuven, KU Leuven University of Leuven, Leuven, Flanders, Belgium., Seys D; Leuven Institute for Healthcare Policy, KU Leuven, KU Leuven University of Leuven, Leuven, Flanders, Belgium., Claessens F; Leuven Institute for Healthcare Policy, KU Leuven, KU Leuven University of Leuven, Leuven, Flanders, Belgium., Panella M; Department of Translational Medicine, University of Eastern Piedmont, Novara, Italy., De Ridder D; Leuven Institute for Healthcare Policy, KU Leuven, KU Leuven University of Leuven, Leuven, Flanders, Belgium.; Department of Quality, University Hospitals of Leuven, Leuven, 3000, Belgium. |
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| Jazyk: | angličtina |
| Zdroj: | F1000Research [F1000Res] 2024 May 17; Vol. 13, pp. 503. Date of Electronic Publication: 2024 May 17 (Print Publication: 2024). |
| DOI: | 10.12688/f1000research.149711.1 |
| Abstrakt: | In healthcare, improvement leaders have been inspired by the frameworks from industry which have been adapted into control systems and certifications to improve quality of care for people. To address the challenge to regain trust in healthcare design and delivery, we propose a conceptual framework, i.e. the "House of Trust". This House brings together the Juran Trilogy, the emerging concept of co-production in quality management and the multidimensional definition of quality, which describes core values as an integral part of the system to deliver person- and kin-centered care. In the "House of Trust" patients, their kin, healthcare providers, executives and managers feel at home, with a sense of belonging. If we want to build a care organization that inspires and radiates confidence to all stakeholders, highlighting the basic interactions between front- and back-office is required. An organization with both well-organized back- and front-offices can enable all to benefit from the trust each of them needs and deserves. A quality system does not depend on government inspection and regulations nor on external accreditation to develop itself into a House of Trust. Success will only be achieved if all involved continuously question themselves about the technical dimensions of quality and their core values during the "moment of truth". Competing Interests: No competing interests were disclosed. (Copyright: © 2024 Vanhaecht K et al.) |
| Databáze: | MEDLINE |
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