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Objective. To demonstrate that participation in the CCHSA accreditation process helps HCOs to be more reactive to change, improving quality and safety, and that accreditation also helps health care organizations to develop their organizational learning processes. The hospital's culture is of a hierarchical nature (x¯ = 36.92), but with the help of organizational initiatives, strong leadership, and accreditation, it is evolving towards a group culture. The hospital has a high commitment towards information and analysis, however, employees do not always perceive themselves as receiving adequate training and education for quality improvement. Accreditation has helped the hospital through its merger. It has affected the hospital at an individual, group, organizational, and external partnerships level. The self-assessment phase was highly effective in encouraging cohesion and collaboration, the emergence of a multidisciplinary approach to care, community involvement, and the development of organizational learning. The first post-merger accreditation's report encouraged the development of an organization wide quality framework which focuses on quality of care, efficiency, and patient safety. Most key values and initiatives are in place for the hospital to be a Learning Organization. A shift in organizational culture towards a group and developmental culture, as well as a stronger commitment towards QI education and training, are still necessary. (Abstract shortened by UMI.) |
