In regard to how I would determine if quality improvement is occurring in my organization, I believe the most important understanding I need to have in place is that strict or standardized measurement techniques can only provide a limited amount of information. We do rely on technical measurements; we need to see the success ratios in patient wellness and satisfaction, we must keep up to date with equipment maintenance, and we need to continually assess how well the organization is running in terms of efficiency, budget, and over-all performance.

However, as valuable as this kind of data is, it is equally important that I be aware of the many factors which go into health care by itself, as quality improvement is shaped by them. “…Nurses and other health care professionals deal with a multiplicity of complex variables…employing a myriad of roles as they collaborate with a variety of others…” (Waltz, et al., 2010, p. 4). In a sense, measuring quality improvement in any health care environment is both extremely challenging and somewhat easy. Results speak for themselves, yet the interactions of elements both acknowledged and sometimes unseen can create improvement, as well as failures in meeting standards.

I am very skeptical of relying too heavily on data. What I would seek instead is a policy of measurement which combines a watchful eye on the realities as expressed by factual information and a broader, more expansive view of how the organization is operating as a whole. “Some quality improvement initiatives use comparisons over time – also called trend analysis – so that continuous improvement in performance can be detected and measured…” (McLaughlin, Kaluzny, 2006, p. 371). My goal would be to employ a trend analysis that includes as many personal, less identifiable components as possible, covering nurse and employee, as well as patient, satisfaction. This is, I think, a foundation for continuous improvement.