Problem Statement / Introduction
It is essential to have a proven process to systematically identify and fix defects at the unit level. Frontline staff want to have their concerns addressed and will positively engage when part of the solution. Leaders must promote systematic learning and improvement that is visible and tangible to front-line staff (Frankel & Leonard, 2012). Every leader must listen to front-line staff concerns, act upon the information, and provide systematic feedback to the people who gave the information.
Abstract / Business Case
A Learning Board is a successful tool with a proven track record at the Mayo Clinic, Rochester, Minnesota (Overman-Dube, Joyce, 2014).
A Learning Board correlates with a learning system that is visible:
• Captures information and tracks improvement
• Defects/barriers to the delivery of safe care are identified and visibly displayed
• Demonstrates that issues are acted upon and resolved
• Builds trust and the capacity to drive improvement
• Sends cultural message – That wisdom of front-line caregivers is valuable and needs to be acted on
• Validates and reinforces the improvement work accomplished and that it will be shared
A Learning Board is a tool a hospital can use to visually vet key issues identified at the unit level. The Learning Board can be divided into the three boards: red for defects or opportunities identified; yellow for problems that are being addressed, with the individuals responsible clearly identified; and green for where the problem has been resolved (Frankel & Leonard, 2012). The unit director or manager is the gatekeeper of this process. Each month the director/manager will share the status of the items in their staff meeting. Each month the directors will compile their data and report successes or opportunities to their staff and their Vice President supervisor.