Deliverable 4 Comparative Analysis Notes Competency Explain the role and impact of

Deliverable 4 Comparative Analysis Notes
Explain the role and impact of data analytics on decision making processes in a selected healthcare setting.
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You are the risk manager for a local, long-term care facility. Part of your role is to develop processes that fosters an environment that prioritizes patient safety. Conduct a comparative analysis of two of the most widely published briefs from the Institute of Medicine (IOM) in recent years – To Err is Human and Crossing the Quality Chasm. According to the National Academies of Sciences and Engineering Medicine (2018), To Err is Human illuminated how tens of thousands of Americans die each year from medical errors and effectively put the issue of patient safety and quality on the radar screen of public and private policymakers. The Quality Chasm report described broader quality issues and defines six aims—care should be safe, effective, patient-centered, timely, efficient and equitable—and 10 rules for care delivery redesign.
In a comparative analysis, discuss the significance of each report on recent quality initiatives implemented by entities such as the Centers for Medicare and Medicaid Services (CMS), the Agency for Healthcare Research and Quality (AHRQ), and the Joint Commission. Your comparative analysis should also contain an examination of the quantitative data collection methods used in each report. Make a recommendation based on your analysis on how your organization and similar organizations can utilize the findings from the reports to assist in continuous quality improvement of operations and the achievement of organizational goals.
National Academies of Sciences and Engineering (2018). Crossing the Quality Chasm: The IOM Health Care Quality Initiative. Health and Medicine Division. Retrieved from
How do I write a comparative analysis?
A comparative analysis is an essay in which two things are compared and contrasted. You may have done a “compare and contrast” paper in your English class, and a comparative analysis is the same general idea, but as a graduate student you are expected to produce a higher level of analysis in your writing. You can follow these guidelines to get started.
Conduct your research. Need help? Chat with a librarian or schedule a research appointment.
Brainstorm a list of similarities and differences. The Double Bubble document linked below can be helpful for this step.
Write your thesis. This will be based on what you have discovered regarding the weight of similarities and differences between the things you are comparing.
Write the body of your paper. There are two main approaches to organizing a comparative analysis:
Alternating (point-by-point) method: Find similar points between each subject and alternate writing about each of them.
Block (subject-by-subject) method: Discuss all of the first subject and then all of the second.
This page from the University of Toronto gives some great examples of when each of these is most effective.
Don’t forget to cite your sources!
Visvis, V., & Plotnik, J. (n.d.). The comparative essay. Retrieved from
Walk, K. (1998). How to write a comparative analysis. Retrieved from
Business Strategies, Quality Management and Continuous Improvement
Every organization must be cognizant of how they are doing and if they are able do better if they achieve quality goals.
Continuous Improvement
Continuous Improvement Initiatives allow for organizations to address these questions. Organizations focusing on continuous improvement maintain a competitive edge. They are keenly aware of the impact that continuous quality improvement has on quality management. Continuous quality improvement initiatives have a universal goal, but each organization determines the method that will be used to achieve the desired results.
Business Strategy
The impact of business strategy on quality management and continuous improvement cannot be understated. Business strategy is simply about differentiating the organization and illuminating what sets the organization apart from other organization. Health organizations operate within a larger ecosystem. Strategy is concerned with bridging the gap between the internal capabilities of the company and the external environment in which the company operates. The challenge for healthcare organizations is to develop a robust strategy that is both patient-focused and competitor-focused.
Quality Management
Quality management facilitates improved operations and increased patient satisfaction. The company’s business strategy serves as the foundation for which quality management and continuous improvement is established. Continuous improvement is predicated upon Kaizen’s philosophy that everything can be improved and that incremental changes result in an enhanced system.
Mauch, P. (2010). Quality management: Theory and application. Retrieved from
Theoretical Models in Quality Improvement
in Quality Improvement
Three renowned quality theorists – Joseph Juran, W. Edwards Deming, and Phillip Crosby – have made tremendous contributions to the field of quality improvement.
Juran focuses on the human dimension of quality management. Juran’s theory centers on what is referred to as the quality trilogy – quality planning, quality control, and quality improvement. Based on Juran’s theory, quality planning allows managers to assess the needs of the customer, quality control measures highlight deviations and allows managers to take action, and quality improvement establishes controls to sustain the gains.
Deming argues that most quality problems are systemic. He further suggests that management bears accountability for quality improvement. Deming equates high quality with high productivity and improved outcomes. Deming theorizes that improvements in quality eliminates the need for rework, alleviates mistakes, creates fewer delays, and makes better use of time and materials.
Crosby espoused his basic theories about quality as four Absolutes of Quality Management. According to Mauch (2010), Cosby’s theories of Absolutes include the notion that:
1 – Quality means conformance to requirements not goodness
2 – The system for causing quality is prevention not appraisal
3 – The performance standard must be zero defects not “that’s close enough”
4 – The measurement of quality is the price of nonconformance not indexes
Deming, Juran, and Crosby are widely viewed as the pioneers of quality management. Deming’s essential philosophy focuses on quality as a “fitness for use.” While Deming philosophy emphasizes continuous improvement through lifelong learning and Crosby’s philosophy posits that quality means conformance to specifications. Deming views the organizational purpose as viability and a need to encourage employee engagement in decision making; Juran focuses less on the organization as a whole and more on the teams and quality circles. Crosby integrates the theories of both Deming and Juran and views the organization as a whole, but he promotes quality teams and counsels to aid in quality improvement.
Frasher, A. (2016). 5 IT must-haves for quality initiatives. Retrieved from
Qualitative and Quantitative Analysis in Organizational Goal-Setting
ntitative Analysis in Organizational Goal-Setting
Qualitative analysis provides a way of discriminating, studying, comparing, contrasting, and interpreting meaningful patterns that emerge from data collection. More and more, health organizations are using qualitative data to establish organizational goals. Finding solutions to problems relative to quality in healthcare is a complicated undertaking. Qualitative inquiry emphasizes the individual’s lived experiences. Consequently, qualitative analysis draws from the perceptions and presuppositions of the patient. Because qualitative inquiry is inductive, it is conducive to supporting the establishment of organizational goals for the health organization based on the perceived preferences of the patient. Qualitative analysis relies upon validity, or whether the instrument is used to accomplish the intended task.
Quantitative inquiry, on the other hand is considered a deductive process that is based on factors that are known
to be true. Quantitative analysis employs statistical sampling methods and uses reliability, or the assurance that the instrument used can produce consistent results. Health organizations have traditionally employed quantitative analysis in the development of goals.
Qualitative Analysis
A way of discriminating, studying, comparing, contrasting, and interpreting patterns that emerge from data collection.
Quantitative Analysis
A deductive process that is based on factors that are known to be true.
According to Al-Busaidi (2008), the shift from the provider-centered instruction to patient-centered engagement is being driven by both the recognition of the value of patient-centered care in helping individuals achieve their desired outcomes and by state and federal requirements. As healthcare organizations continue to realize the importance of using data to support organizational goals, the movement towards the integration of both qualitative and quantitative analysis takes on new significance.
In conclusion, momentum is continuously growing for health organizations to implement data-driven strategies to assess organizational performance. The increased regulatory pressure and consumer demands that face today’s health organizations, requires a reexamination of the traditional approach to quality improvement. Data, whether quantitative or qualitative or even a combination, can be an invaluable asset to the organization in its ongoing efforts to establish meaningful and measurable goals. By establishing goals, organizations can proactively adjust to required changes and may capitalize on opportunities to improve overall performance.
Al-Busaidi, Z. (2008). Qualitative research and its uses in health care. Sultan Qaboos University Medical Journal, 8(1), 11-19. Retrieved from
Wills, M. J. (2014). Decisions Through Data: Analytics in Healthcare. Journal of Healthcare Management, 59(4), 254–262.
Clack, L., & Woeppel, J. (2018). Data Analytics Drives Strategic Planning in Healthcare. Journal of AHIMA, 89(6), 42–43.

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