Describes the process by which an NHS provider Unit sought to make quality assurance and improvement a shared concern of professionals and managers. Development of a quality assurance strategy and related action plans pulled together existing quality initiatives in the Unit and set new initiatives in an agreed framework for organizational development. Thus the strategy filled the gap between a statement of organizational values and detailed quality auditing practices at the sharp end. Through the active involvement of professional staff and managers in multidisciplinary and multi‐level project groups, the facilitated processes of strategy making, dissemination and implementation led to significant learning by and development of staff and managers and an unanticipated spill over of energy, enthusiasm and commitment throughout the organization.
Telford, B., Cropper, S. and Ackermann, F. (1992), "Quality Assurance and Improvement: The Role of Strategy Making", International Journal of Health Care Quality Assurance, Vol. 5 No. 3. https://doi.org/10.1108/09526869210014908
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