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The C suite and senior leaders of a health care organization often find it difficult to juggle the competing priorities of quality and safety with financial responsibilities. Often the CEO prioritizes financial needs before addressing quality and safety concerns. However, today, with pay for performance (i.e., payment for safe, quality care and penalties for poor outcomes), these concerns need to be merged successfully. As a quality administrator faced with a traditional CEO who prioritizes finance, would you:
attempt to pressure the clinical staff (physician and nursing) to support and prioritize quality, hoping to influence the administration?
use data analytics to illustrate to the C suite that meeting benchmarks results in financial rewards and that poor care puts finances at risk?
keep a low profile and offer small steps toward improving quality so as not to invoke backlash from finance?
combine staff education with administrative analytic reports to try to influence everyone at once to prioritize quality/safety?
Think about the relative effectiveness of each of these approaches to influence the attitudes and behaviors of senior leaders.
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