Create a 10- to 12- (of content) slide presentation based on the selected case study.
Provide a background and explanation of its key components. Include the following as if you were the nurse administrator responsible for the change.
Note. The background and explanation may only be 2 slides at maximum:
•Identify the health care delivery model.
•Explain the structure of the organization in the case study.
•Analyze the communication patterns identified throughout the process in the case study.
•Discuss the negotiation strategies applied as well as opportunities for relationship building across departments.
•Describe how the organization’s performance changed as a result of the initiative.
•Identify laws, regulations, accrediting bodies, and practice standards that should have been considered as part of the initiative in the case study.
Cite a minimum of 5 peer-reviewed resources
THREE CASE STUDIES: MASTBRING CHANGE 219
CASE STUDY B: A MEDICAL DIRECTOR-LEADER
IMPROVES CARE IN DIALYSIS CLINICS
Jerry Jackson is a clinical and interventional nephrologist who
serves as the medical director of two dialysis clinics in Birmingham,
Alabama.6 Beginning with his training at the Institute for Healthcare
Improvement (ll-ll) in 2005, he has led an effort to reduce the mortality
rate in End Stage Renal Disease patients being treated with hemodi-
alysis. Knowing that there is a strong correlation between the blood
level of albumin in a hemodialysis patient and the risk of mortaiity,
Jackson decided to take on the challenge of raising the percentage of
his hemodialysis patients with a normal albumin level. He has used
the components of strategic intelligence, profound knowledge, and
the methods of building a system of learning using the science of
improvement in his approach to this challenge.
The following narrative describes Jackson’s improvement jour-
ney in terms of the following outline:
0 Strategic inteliigence: foresight, Visioning, motivating, and
Profound knowledge: systems thin king, understanding variation,
psychology, and theory of knowledge
Building a foundation for learning: systems map, system measures
Let’s begin with foresight, the first component of strategic
At a workshop for the Network’s Medical Review Board leaders,
Jackson first heard of the IHI, the Boston-based organization that
has become a leader in quality improvement design and training.
Having heard how IHI had been instrumental in the design of a pro-
gram for the end stage renal disease (ESRD) program called Fistula
First, Jackson wanted to learn more about the science of improve-
ment in hopes of strengthening his efforts to reduce mortality
among his patients. He decided to participate in the IHI Improvement
Advisers Development Program. In this program, the improvement
adviser (IA) has to take a very objective look at all aspects of his or