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Quality improvement work in general practice; a Norwegian focus group study.

Torunn Bjerve Eide1, Holgeir Skjeie1,2, Sigurd Høye1,3

  • 1Department of General Practice, Institute of Health and Society, University of Oslo, Oslo, Norway.

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|July 24, 2024
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Summary
This summary is machine-generated.

General practitioners (GPs) are motivated by quality improvement initiatives that are practical, relevant, and manageable. Professional communities and support staff are key motivators for enhancing healthcare quality in general practice.

Keywords:
NorwayQuality improvementfocus groupgeneral practicemotivationqualitative research

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Area of Science:

  • Healthcare Management
  • General Practice Research
  • Quality Improvement Science

Background:

  • Quality improvement (QI) is crucial in healthcare, particularly general practice.
  • Understanding GP motivation for QI is essential for effective implementation.
  • Current knowledge on GP perspectives regarding QI motivation and feasibility is limited.

Purpose of the Study:

  • To explore general practitioners' (GPs) motivations for engaging in quality improvement (QI) work.
  • To identify specific measures perceived as motivating and feasible by GPs.
  • To understand the contextual factors influencing GP participation in QI.

Main Methods:

  • Conducted five focus group interviews with 21 Norwegian general practitioners (GPs).
  • Included GPs of diverse demographics (age, gender, experience, location).
  • Analyzed transcribed data using Systematic Text Condensation (thematic analysis).

Main Results:

  • GPs often had a broad and imprecise understanding of quality improvement.
  • Feasible, practice-relevant, and manageable QI initiatives were favored.
  • Professional communities (practice-based or in continuing education) and support staff (nurses, health secretaries) were vital for motivation.
  • External, needs-unaware programs elicited negative reactions.

Conclusions:

  • GP motivation for quality improvement is contingent on feasibility within general practice.
  • Effective professional communities and supportive staff are essential for successful QI.
  • Small-scale, needs-driven QI programs are well-received and should be prioritized for development.