Table 3 Overview of motivational drivers, resistance and general advise for underlying reasons of (un)successful use of the improvement strategy
From: Cyclic workflow to improve implementation of learning points from morbidity and mortality meetings
Motivational driver | Resistance found during research | General advise |
|---|---|---|
A sense of ownership | • Professionals who were not present during the M&MM and received a task afterwards • Professional who were made responsible for a task without giving consent | • Explain the assigned task via phone call or an explanatory email • Explain clearly when a task is part of someone’s roles and responsibilities |
Clear task description with deadline and an environment that promotes independency | • Unclear task/ not feasible • Professionals who lacked the skill to be creative and autonomous in finishing tasks • The person who described the tasks on the action list lacked the skill to do this consistently and clearly | Describe the task SMART (Specific, Measurable, Achievable, Realistic, Time-related) |
A sense of urgency and relevancy of the task | Professionals who received too many emails; emails may be overseen | Repeat tasks in other (weekly) meetings |
Visibility of the status of the tasks | Professionals who did not see or find the status of the task, and/or the task is unclearly written | • Make the action list available on a shared location • Provide regular (short) updates by e-mail with the status of the tasks |
Multidisciplinary M&MM with new perspectives and inter-departmental support to execute tasks | Professionals from other departments did not feel motivated to finalize the task | • Organize regular M&MMs with other departments • Create extra contact moments with professionals from other departments about their tasks • Make someone from your own department responsible for the finalization of a task by another department |
Visibility of practice change when tasks are executed | It was unclear whether the task influenced or changed daily clinical practice | Share task with colleagues and invite colleagues to support in completing the task |
Improvement of the quality of care (described as a feeling) | Professionals who received a task that was unrelated to their daily responsibilities or work-role | The tasks should fit and align with the daily work-role of the person with a task assignment |