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Related Experiment Video

Updated: May 14, 2026

Using Visual and Narrative Methods to Achieve Fair Process in Clinical Care
14:32

Using Visual and Narrative Methods to Achieve Fair Process in Clinical Care

Published on: February 16, 2011

Republished: developing capable quality improvement leaders.

Geraldine M Kaminski1, Maria T Britto, Pamela J Schoettker

  • 1Quality Improvement Systems, James M Anderson Center for Health Systems Excellence, Cincinnati Children's Hospital Medical Center, 3333 Burnet Avenue, MLC 5040, Cincinnati, OH 45229-3039, USA. gerry.kaminski@cchmc.org

Postgraduate Medical Journal
|January 24, 2013
PubMed
Summary
This summary is machine-generated.

The Intermediate Improvement Science Series (I(2)S(2)) course successfully trains healthcare leaders in quality improvement, fostering a culture of continuous improvement and positive results in healthcare settings.

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Last Updated: May 14, 2026

Using Visual and Narrative Methods to Achieve Fair Process in Clinical Care
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The Participant-Reported Implementation Update and Score (PRIUS): A Novel Method for Capturing Implementation-Related Data Over Time
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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
  • Quality Improvement Science
  • Organizational Leadership Development

Background:

  • Cincinnati Children's Hospital Medical Center developed the Intermediate Improvement Science Series (I(2)S(2)) training.
  • The course aims to equip organizational leaders with skills for improvement initiatives.

Purpose of the Study:

  • To develop leaders capable of implementing and managing improvement projects.
  • To foster an improvement-focused culture within a healthcare setting.

Main Methods:

  • A 6-month multidisciplinary training program with 12 in-class days.
  • Instructional methods included lectures, case studies, interactive exercises, and participant-led projects.
  • Competence was demonstrated through project completion with measurable outcome or process improvements.

Main Results:

  • 279 participants completed the course across 11 classes since 2006.
  • High participant satisfaction and significant pre- to post-course knowledge gains were reported.
  • Approximately 85% of projects showed measurable improvement, with 72% integrated into daily operations or ongoing work.

Conclusions:

  • The I(2)S(2) course effectively develops improvement leaders.
  • It accelerates the cultural shift towards an improvement-focused academic medical center.
  • The program builds cross-silo relationships and systemic understanding for health improvement.