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42. Embracing accountability: physician leadership, public reporting, and teamwork in the Wisconsin Collaborative for Healthcare Quality

43. Duke University Hospital: organizational and tactical strategies to enhance patient satisfaction

44. Brigham and Women's Hospital: "moving the needle" takes people, processes, and leadership

45. Dedicated surgical care improvement team guides changes at Reid Hospital and Health Care Services

46. Gaston Memorial Hospital: driving quality improvement with data, guidelines, and real-time feedback

47. Geisinger Health System: achieving the potential of system integration through innovation, leadership, measurement, and incentives

48. Gundersen Lutheran Health System: performance improvement through partnership

49. Guiding transformation: how medical practices can become patient-centered medical homes

50. Establishing a coalition to pursue accountable care in the safety net: a case study of the FQHC Urban Health Network