Module 1.2 Quality Improvement and Practice Transformation Leadership

Module 1.2 | Quality Improvement and Practice Transformation Leadership

Most failed improvement work in hospitals is not badly executed. It is correctly executed using a method that was never designed for the problem.

This module treats quality improvement as an executive decision rather than a technical exercise. It covers what each method is actually for, why PDSA fidelity remains low even among trained and supported teams, how to run a Failure Mode and Effects Analysis that changes something, and why improvement decays after projects close. It is deliberately honest about the evidence: where the published record is thin, where popular change frameworks lack empirical validation, and where sustainment is the weakest link in both the literature and in practice.

What you will cover

• Matching improvement method to problem: Model for Improvement, Lean, Six Sigma and FMEA
• PDSA fidelity: prediction, small scale testing, iteration, and data over time
• FMEA as prospective risk design, and why action strength decides whether it was worth doing
• Change management frameworks, their real evidential status, and what actually sustains a change
• Implementation science, contextual assessment, adaptation, spread, and de implementation
• Reading data as an executive, balancing measures, and psychological safety as the substrate for improvement