CPHQ Certification, Exam Questions and answers, 100% Accurate, rated A+

CPHQ Certification, Exam Questions and answers, 100% Accurate, rated A+ Triple Aim - ✔✔-1. Ensure quality of care for individual 2 Improve health of the population 3. Control costs Critical components of a leadershi ...

CPHQ Certification, Exam Questions and answers, 100% Accurate, rated A+ Triple Aim - ✔✔-1. Ensure quality of care for individual 2 Improve health of the population 3. Control costs Critical components of a leadership team - ✔✔-Understand the concepts of organizations as complex systems, culture, strategic planning, change, innovation and creativity IOM definition of healthcare quality - ✔✔-The degree to which health services for individuals and populations increase the likelihood of desired health outcomes and are consistent with current professional knowledge Quality Management definition - ✔✔-A strategic, integrated management system, which involves all managers and employees and uses quantitative methods to continuously improve an organization's processes to meet and exceed customer needs, wants and expectations IOMs 6 aims for healthcare improvement - ✔✔-Safety Effectiveness (avoid overuse and underuse) Patient-centeredness - ensure patient values guide all clinical decisions Timeliness - reduce waits and sometimes harmful delays Efficiency - avoiding waste Equity - providing care that does not vary in quality with respect to personal characterisitics, ethnicity, geographic location or socioeconomic status system definition - ✔✔-A regularly interacting or independent group of items forming a unified whole Benefits of system thinking - ✔✔-Aiding in identifying and understanding the big picture Facilitating the identification of major components Identifying important relationships and providing proper perspective Avoiding excessive attention to a single part Allowing for a broad-scope solution Fostering integration Providing a basis for redesign Healthcare organizations are ... - ✔✔-Complex Adaptive Systems (CASs) Making change in one process or dept naturally requires changes in other processes, functions and depts. Effectiveness is dependent on alignment of parts of the system. InterRelationships (between individuals is a critical component of the model) Not linear Characteristics of leaders in CASs - ✔✔-Value persons and relationships Use loose coupling Complicate or link Diversify Make sense Think about the future Are collaborative Listen and learn Are adaptable Offer alternatives Characteristics of Leaders in CASs - ✔✔-Value persons and relationships Use loose coupling Complicate or link Diversify Make sense Think about the future Are collaborative Listen and learn Are adaptable Offer alternatives Characteristics of Leaders in traditional systems - ✔✔-Value positions Use tight structuring Simplify Socialize Make decisions Do planning based on forecasting Are controlling, in charge Know Are self-preserving Repeat the past True or False The HCQP assists organization leaders and employees in understanding the principles and common frameworks for healthcare quality strategies. - ✔✔-True Which evidence based framework model for studying systems is best? - ✔✔-Donabedian Baldrige Performance Excellence Any, as long as the manager uses it to properly recognize, understand and anticipate how the parts of the system interact as a whole Who is the founder of the quality assurance field and the first to describe an approach to assessing quality through a systems framework? - ✔✔-Avedis Donabedian Donabedian's framework - ✔✔-Focus on structures (resources available for care delivery) processes (involves the care, how diagnoses and treated) and outcomes (results of the care, increased satisfaction, decreased morbidity, improved QOL) for patient care evaluation Limitations of the Donabedian framework - ✔✔-Very basic and does not sufficiently describe interrelationships What is a required component of quality performance? - ✔✔-Interrelationships Baldrige Performance Excellence Framework - ✔✔-Displays principles of quality management and shows interrelationships among factors relating to structure, process and outcome 6 elements of Baldrige Performance Excellence Framework - ✔✔-Important connection between Leadership and Results Leadership triad: leadership, strategic planning and customer focus Results triad: results, workforce focus and operations focus What are key components of a foundation for effective organizational management? (Baldrige) - ✔✔- Measurement, analysis and knowledge management Rules for the 21st-Century Healthcare system (from IOM's report Crossing the Quality Chasm) - ✔✔- Preference is given to professional roles over the system Care is customized according to patient needs and values The patient is the source of control Knowledge is shared and information flows freely Decision making is evidence based Safety is a system priority Transparency is necessary The system anticipated needs Waste is continuously decreased Cooperation among clinicians is a priority What is necessary for high reliability performance? - ✔✔-Strong leadership and skilled management Leadership - ✔✔-Coping with change by developing a vision and aligning the subsystems of the organization. Ability to influence an individual or group toward achievement of goals. Determines the correct direction or path. Management - ✔✔-Coping with complexity through planning and budgeting; setting goals; organizing, staffing and creating a structure to foster goal attainment; setting up mechanisms for monitoring and controlling results. Doing the correct things to stay on the path. True or False Change is not so much about overcoming resistance as it is about creating attraction. - ✔✔-True Different leadership styles - ✔✔-Autocratic Participative Empowering Transactional Transformational autocratic leadership - ✔✔-Directive and controlling. Employees have little discretionary power in their work Participative leadership - ✔✔-Allows employees some degree of autonomy in completing their work while maintaining some control of the group and the decision-making process; seeks input from employees and serves as facilitator Empowering leadership - ✔✔-Shares power and decision making with employees; enabling others by providing the necessary resources and support Transactional leadership - ✔✔-Views the leader-follower relationship as a process of exchange where compliance or performance is achieved through the process of giving rewards and punishment Transformational leadership - ✔✔-Able to inspire others to change expectations and motivations to work toward common goals 5 important general principles of exemplary leaders - ✔✔-1. Challenge the system 2. Inspire a shared vision 3. Enable others to act 4. Mode the way 5. Encourage the heart Challenge the system - ✔✔-Question status quo and lead the way as an early adopter of innovation; recognize good ideas and demonstrate a willingness to stretch and grow to improve quality of care; adoption of core values as a learning organization Ask what should be instead of accepting what is! Inspire a Shared Vision - ✔✔-For change to be a success, provide and influence others to share vision; develop a strong culture for QPI; requires more than just telling others what needs to be done; communicates vision in a manner that causes others to embrace it Enable others to act - ✔✔-Share decision making and power in a way that enables others to move toward the direction of the vision. Share power and enable by having appropriate structural design and the appropriate resources to support quality management initiatives Model the Way - ✔✔-Model desired behaviors as a role model. Actions speak louder than words. "Onstage behavior" Encourage the Heart - ✔✔-A critical component. Recognize the contributions that employees make and celebrate the core values and victories. Reward desired behaviors. Framework for Leadership for Improvement (5 steps - IHI) - ✔✔-1. Set direction: mission, vision and strategy. 2. Establish the foundation. 3. Build will. 4. Generate ideas. 5. Execute change. NQF endorsed safe practice of Leadership Structures and Systems (4 elements) - ✔✔-1. Awareness structures and systems 2. Accountability structures and systems 3. Structures and systems 4. Action structures and systems Accountability structures and systems - ✔✔-- enable leaders to establish accountability to governing body, senior mgmt, mid-level mgmt, physician leaders and frontline staff Patient safety program Patient safety officer Direct organization-wide leadership accountability Interdisciplinary patient safety committee External reporting activities Structures and systems-driving ability - ✔✔-- allows leaders to assess the capacity, resources and competence necessary to implement change in culture and patient safety performance Patient safety budgets People systems Quality systems Technical systems Action structures and systems - ✔✔-- enable leaders to take direct and appropriate action QPI programs Regular actions of governance, including confirmation of values, basic teamwork training and governance board competence in patient safety Regular actions of senior administrative leadership, including commitment of time to patient safety; culture measurement, feedback and interventions; basic teamwork training and team interventions; identification and mitigation of risks and hazards Regular actions of unit, service line, departmental and mid-level mgmt leaders Regular actions with respect to independent medical leaders Awareness structures and systems - ✔✔-- provide leaders with continuous information about potential risks, hazards and performance gaps that may contribute to patient safety issues Identification of risks and hazards Culture mgmt, feedback and intervention Direct patient input Governance board and senior mgmt briefings and meetings Organization Structural elements of Infrastructure for Quality and Safety - ✔✔-Governing body structures - ultimate responsibility for quality of care, either full responsibility or delegates Operational structures - manage the coordination of quality and improvement efforts Teams - work on 1 or more targeted improvement opportunities HCQP role is to evaluate the effectiveness of various structures, paying close attention to alignment, coordination and communication 3 categories of team membership (IHI) - ✔✔-1. Clinical leadership representation 2. Technical expertise 3. Day to day leadership + a project sponsor or champion with executive authorities and serve as a liaison to other areas and senior mgmt Who bears ultimate responsibility for the setting of policy, financial and strategic direction and quality of care and service provided? - ✔✔-Organization's governing body or board of trustees 6 categories of responsibilities for governing body - ✔✔-Organization Public policy and external relationships Strategic planning Resource management Human resource development Education and research 5 core leadership activities to drive improvement (IHI Framework for leadership for improvement) - ✔✔- 1. Establish the mission, vision and strategy 2. Establish the foundation 3. Build will 4. Generate ideas 5. Execute change 6 key areas of patient safety (Byers and White) - ✔✔-Structure Environment Equipment and Technologies Processes People Leadership and culture 6 basic elements that influence quality (Evans and Dean) - ✔✔-1. Focus on processes 2. Recognition of internal customers 3. Reduction of hierarchy 4. Creation of a team-based organization 5. Use of steering committee 6. Development of an agile organization Mission - ✔✔-Organization's purpose or reason for existing. Answers why are we here?, whom do we serve?, what do we do