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PAPERBACK price:$35.00 add to cart Rights & Permissions Free PDF Access Sign in to download PDF book and chapters Free Resources PDF SUMMARY Display this book on your site! Related Titles Crossing the Quality Chasm: A New Health System for the 21st Century Performance Measurement: Accelerating Improvement (Pathways to Quality Health Care Series) Other Related Titles 1st Annual Crossing the Quality Chasm Summit: A Focus on Communities (2004) Board on Health Care Services (HCS) Citation Manager Export the bibliographic data for this book in your chosen format Web Search Builder Use this book's key terms to search within this book, across our collection, or across the Web. Skim This Chapter Skim this chapter and use this chapter's key terms to search within this book. Reference Finder Paste in your own text to find books that relate to your topic. Citation Manager . "Appendix I Facilitating the Summit Working Groups." 1st Annual Crossing the Quality Chasm Summit: A Focus on Communities. Washington, DC: The National Academies Press, 2004. Please select a format: Page 155   E-mail Share on facebook Facebook Share on delicious Delicious Share on stumbleupon Stumble Share on twitter Twitter More Sharing ServicesMore The following HTML text is provided to enhance online readability. Many aspects of typography translate only awkwardly to HTML. Please use the page image as the authoritative form to ensure accuracy. Appendix I Facilitating the Summit Working Groups Committee members provided guidance to the condition-specific working groups in using a number of facilitation tools to generate their action plans. Within each of these five condition-specific groups, the participants worked in subgroups of six to eight individuals. Each of these subgroups focused on generating and prioritizing strategies for use of a key cross-cutting intervention (e.g., financing, information and communications technology) to improve care for a particular condition. “Brainwriting,” a technique employed in silence, was used to generate ideas at each table, which were then categorized and prioritized using affinity diagrams (Brassard and Ritter, 1994). On day two, each of the condition-specific working groups developed an affinity diagram for the entire group, which identified the top two or three key leverage points. The condition-specific groups then developed action plans focused on these leverage points, which included strategies at the national and local levels, implementation timelines, and measures for evaluating progress. REFERENCES Brassard M, Ritter D. 1994. The Memory Jogger II. Salem, NH: Goal QPC. Page 155 Front Matter (R1-R16) Executive Summary (1-12) 1 Introduction (13-26) 2 Measurement (27-36) 3 Information and Communications Technology (37-46) 4 Care Coordination (47-56) 5 Patient Self-Management Support (57-66) 6 Finance (67-76) 7 Coalition Building (77-84) 8 Condition-Specific Action Plans (85-96) 9 Next Steps (97-110) Appendix A Biographical Sketches of Committee Members (111-116) Appendix B Quality Chasm Selected Bibliography (117-118) Appendix C Descriptions of Summit Communities (119-124) Appendix D Community Selection Criteria (125-128) Appendix E Summit Attendees (129-138) Appendix F Conference Prework and Sample Matrices (139-148) Appendix G Summit Planning (149-150) Appendix H Summit Agenda (151-154) Appendix I Facilitating the Summit Working Groups (155-156) Appendix J Condition-Specific Working Group Questions (157-160)

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OCR for page 155
The Ist Annual Crossing the Quality Chasm Summit: A Focus on Communities Appendix I Facilitating the Summit Working Groups Committee members provided guidance to the condition-specific working groups in using a number of facilitation tools to generate their action plans. Within each of these five condition-specific groups, the participants worked in subgroups of six to eight individuals. Each of these subgroups focused on generating and prioritizing strategies for use of a key cross-cutting intervention (e.g., financing, information and communications technology) to improve care for a particular condition. “Brainwriting,” a technique employed in silence, was used to generate ideas at each table, which were then categorized and prioritized using affinity diagrams (Brassard and Ritter, 1994). On day two, each of the condition-specific working groups developed an affinity diagram for the entire group, which identified the top two or three key leverage points. The condition-specific groups then developed action plans focused on these leverage points, which included strategies at the national and local levels, implementation timelines, and measures for evaluating progress. REFERENCES Brassard M, Ritter D. 1994. The Memory Jogger II. Salem, NH: Goal QPC.

OCR for page 156
The Ist Annual Crossing the Quality Chasm Summit: A Focus on Communities This page intentionally left blank.

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affinity diagrams