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Related Experiment Video

Updated: May 25, 2026

The Participant-Reported Implementation Update and Score (PRIUS): A Novel Method for Capturing Implementation-Related Data Over Time

The Participant-Reported Implementation Update and Score (PRIUS): A Novel Method for Capturing Implementation-Related Data Over Time

Published on: February 19, 2021

Kaiser Permanente's performance improvement system, Part 4: Creating a learning organization.

Lisa Schilling¹, James W Dearing, Paul Staley

¹National Health Care Performance Improvement and Execution Strategy, Kaiser Foundation Health Plan, Inc., Oakland, California, USA. lisa.schilling@kp.org

Joint Commission Journal on Quality and Patient Safety

|January 13, 2012

Summary

This summary is machine-generated.

Kaiser Permanente developed a performance improvement (PI) system to foster a learning organization. This involved six key areas, but challenges in data sharing, training, and engagement persist.

Related Experiment Videos

Last Updated: May 25, 2026

The Participant-Reported Implementation Update and Score (PRIUS): A Novel Method for Capturing Implementation-Related Data Over Time

The Participant-Reported Implementation Update and Score (PRIUS): A Novel Method for Capturing Implementation-Related Data Over Time

Published on: February 19, 2021

Area of Science:

Healthcare Management
Organizational Learning
Quality Improvement

Background:

Kaiser Permanente initiated a performance improvement (PI) system in 2006 to address variations in quality, safety, service, and efficiency.
The strategy focused on building systemic capacity for continuous improvement, characteristic of a learning organization.
Six critical building blocks were identified: performance data sharing, problem-solving training, workforce engagement, leadership development, benchmarking, and technical knowledge sharing.

Purpose of the Study:

To describe the development and implementation of Kaiser Permanente's performance improvement (PI) system.
To outline the strategies and "building blocks" used to foster a learning organization.
To identify successes and ongoing challenges in achieving systemic continuous improvement.

Main Methods:

Implementation of a multi-faceted performance improvement (PI) strategy.
Development of six key "building blocks" to support organizational learning.
Combination of top-down and bottom-up approaches to integrate PI system components.

Main Results:

The performance improvement (PI) system has been largely successful in creating systemic capacity for continuous improvement.
Challenges include conflicts between data demands and health information system changes.
Ongoing difficulties exist in widespread training, workforce engagement with new technologies, and consistent leadership adoption of new behaviors.

Conclusions:

A learning organization possesses the inherent capability for improvement.
Structures and processes are crucial for facilitating knowledge acquisition and sharing within an organization.