Professional Documents
Culture Documents
of Healthcare Organizations
I. Introduction
During the summer of 1999, CBS’s 60 Minutes dedicated a full hour installment of their
Psychiatric Hospital chain. This documentary cited Charter for numerous abuses
involving the inappropriate application of patient restraint and seclusion in its treatment
In many ways, this was “nothing new.” A number of private psychiatric hospital chains
have been prior targets of documentary exposes throughout the 80’s and 90’s. In one
very different aspect, however, the 60 Minutes documentary on Charter sent shock waves
throughout the healthcare industry. The President of the Joint Commission on the
accreditation to these hospitals, each of which had been previously reported for serious
abuses of patient rights, and in several cases, unnecessary patient deaths. The
quality) America’s healthcare institutions is one of the core themes of this paper.
I have managed healthcare facilities (substance abuse hospitals) since 1983, in both
Florida and Alabama. During that time, I have experienced six JCAHO reviews as CEO
of a healthcare organization. This 16 year span of experience has given me the ability to
observe (and in some ways, participate in) the evolution of JCAHO’s adoption and
application of the principles of Total Quality Management (TQM). In this paper, I will
review the application of the principles of TQM in the American healthcare setting,
compare and contrast JCAHO’s accreditation standards with the principles of the
Malcolm Baldridge National Quality Award Program (the Baldridge criteria), discuss
aspects of the healthcare industry that pose barriers to the further implementation of the
cost control), TQM has played to mixed reviews in the healthcare sector. As an industry,
healthcare has had an inflation index ahead of the CPI for 25 consecutive years (Brannon,
97). To a large extent, this out of control inflationary spiral is attributable to health care
payment mechanisms. Indeed, until the advent of managed health care in the late 1980’s,
one could make a defensible case that health care executives were incentivized to inflate
costs, i.e., reimbursement was largely designed around “cost plus” billing to insurance
companies. Although the widespread acceptance of managed health care (or more
accurately, managed health care reimbursement) has significantly slowed this inflationary
growth in costs, managers continue to lag behind their counterparts in other industries in
On the quality improvement side of the equation, the healthcare industry has suffered as
advantage, the principles of TQM have largely been “legislated” into the healthcare arena
by the JCAHO. Although the JCAHO promotes its accreditation process as a voluntary
necessary for 3rd party reimbursement by virtually every existing payer group. Thus,
As the introduction of this paper illustrates, JCAHO’s focus on TQM principles has been
provide quality. It has largely ignored the other key element of TQM, that of insuring the
The reasons for this one-dimensionality are complex. Multiple forces drive the
traditional healthcare employer in America. First, the largest power base, physicians, are
cases, doubtful. Unlike other industries, quality failures in healthcare settings often
create the most serious of consequences, death or serious illness. Compounding this,
healthcare organizations, and the physicians that contract with them, have a higher threat
of litigation than most sectors of the economy. For these two reasons alone, there has
been significant resistance to TQM efforts to tie quality processes to insured quality
to create a national data bank of mortality rates tied to specific healthcare organizations,
and more precisely, to specific procedures within those organizations, have been met with
tremendous resistance from both hospital and physician groups, and have largely failed.
In spite of these challenges, the JCAHO has continued to champion the principles of
emphasize TQM principles in the mid-80’s, and in 1992, the Joint Commission required
hospital CEO’s to be familiar with the principles of TQM (Messner, 1998). Indeed, in a
wide ranging survey conducted of over 300 responding CEO’s of American and Canadian
hospitals, over 90% describe their organizations as having implemented a CQI (TQM)
program. The majority of these CEO’s expect their TQM involvement to increase over
the coming five years, but only 5.4% of these CEO’s indicated that their organizations
had a TQM track record of over 5 years (Yee-Ching, Shih-Jan, 1997). This study
While the quality improvement standards espoused by the JCAHO are, in essence,
required for a healthcare organization to operate (required for 3rd party reimbursement),
required to adopt the similar but less stringent ISO 9000 quality criteria in order to win
contrasting their operating realities. The mission statement of the Baldridge award
program is:
1997).
Many of the differences in focus and emphasis found in these two assessment and review
processes can be extracted from these mission statements. In the case of the Baldridge
criteria, the award is clearly designed for the for-profit business organization. The
mission statement. Finally, a key mission of the Baldridge award program is to share best
practices among organizations. Baldridge award winners know from the point of
application that if they win the award, their findings will likely become a fishbowl
The JCAHO’s mission, on the other hand, limits itself to the improvement of the quality
percentage of the organizations reviewed by the JCAHO are not for profit organizations.
There is no specific mention of the sharing of best practices information among the
that best practices are shared by incorporating them into standards revisions, there is
than standards revisions. The proprietary lid placed over the entire accreditation process
has created a very tight seal on the sharing of best practices information among other
mission statement, there has historically been little emphasis on measuring outcome in
the actual review process. The difference in emphasis in this area between the two
Recently, the JCAHO has commissioned a pilot study to combine the review criteria used
by JCAHO and the Baldridge Award (Cesarone, 1997). This study has resulted in the
Francis Jackson, a former Baldridge Award examiner, and an instrumental party to the
Eastman Chemical Corporations Baldridge Award in 1993 (Carr, Jackson, 1997). The
pilot study criteria largely repeats the similar language in the two criteria, but the
differences noted in the crosswalk may forecast coming changes in the JCAHO criteria
and review process. The Baldridge criteria are used to measure three categories of data:
for the JCAHO to increase its emphasis on the measurement of results. The pilot study
promises to increase this possibility. The Baldridge criteria further focuses emphasis on
largely fail to address this increasingly important set of relationships in the delivery of
healthcare services. The crosswalk, and its use in this pilot study, may well increase this
emphasis. With the tremendous increase in power among 3rd party payers in the delivery
the achievement of the organization’s already stated goals and objectives. The implicit
message in the JCAHO review process, however, becomes confused in practice in this
regard. As previously stated, although the JCAHO review process is a voluntary one, a
impossible task: that of funding almost its entire operation with patient private pay.
standards of the JCAHO often literally become the goals of the organization. In essence,
then, the review process sets height of the quality “bar,” and what process the
organization should follow in jumping over the bar. Many would state that the review
process sets the bar very high. The recent failure, however, of the JCAHO to pull
accreditation from Charter Hospitals clearly involved in repeated (and reported to the
JCAHO) practices that led to unnecessary patient deaths, and the resulting negative press
coverage that accrued to the JCAHO, promises to further advance the accreditation
process toward both the measurement of outcome, and the reviewed organization’s
The advance of managed health care reimbursement during the late 80’s and 90’s has
revolutionized healthcare in the U.S. Although the process continues to evolve, the
increase of managed health care to date has contributed to the creation of a tremendous
amount of excess capacity in U.S. hospitals. The increasing pressure to deliver care in
the least restrictive and least intensive environment has increased the amount of
healthcare delivery in outpatient settings, and concurrently decreased the real demand for
inpatient services. In practice, however, the continued emphasis of the JCAHO is the
hospital, or inpatient, setting. For TQM efforts to flourish in these settings, they must
have the full and sustained support of top management that is often beset by census and
For TQM to have sustained growth in healthcare, this support cannot waver, in spite of
operational challenges.
The increase in the real authority of 3rd party payers in the key decisions effecting
healthcare organizations, and the delivery of healthcare services, often complicate the
of the treating organization are in serious conflict with the payment decisions made by
the payer. A patient discharged after one day because of the decision of an insurance
compromises the integrity of the TQM process. For this problem to diminish, the
JCAHO will have to increase its emphasis on reviewing managed health care groups as
the process of healthcare delivery, managed care organizations must become involved in
the TQM process itself at these organizations. Both healthcare provider organizations as
well as payer groups should seriously consider the development of cross-functional
teams, buyer group/provider panels, and other measures designed to increase the
The large percentage of not-for-profit providers in the healthcare sector provides a real
challenge in the further advancement of TQM principles. Often, this category of provider
receives a large percentage of its revenue from Medicare and Medicaid (or other state
category of healthcare organization, it is often less tempered by the realities of the for-
profit marketplace than those of for-profit organizations. These organizations often have
heavy layers of middle management, whose very jobs could be threatened by the
JCAHO faces a difficult task in applying the same set of quality improvement criteria to
organization, and nurses often move freely between hospitals. Indeed, most healthcare
organizations are organized around principles similar to the separation of church and
state: the medical or clinical staff organization exists within the overall administrative
structure of the organization, often involving very few or weak connecting mechanisms
between the two structures. This “organization within the organization” often
U.S. healthcare, more bridges between the clinical and administrative organizations must
Finally, both the internal and external (as applied by JCAHO) processes of organizational
do this, either through legislation, or a firm position taken by the JCAHO. The threat of
litigation by patients is too great to foster this increased emphasis without external
mandates. The recent publicity received by the JCAHO, and the flaws in the
accreditation process that it brought public attention to, bodes well for this developing
new emphasis on outcome measurement. Central to a solid TQM program is the ability
and willingness of an organization to admit mistakes, and to grow because of them. The
Overcoming this serious obstacle to the further advancement of TQM in U.S. healthcare
1. Assess for Success: achieving excellence with the Joint Commission Standards and
2. The Crosswalk: Joint Commssion Standards and the Baldridge Criteria, Maureen P.
Executives, Lilian Chan Yee-Ching, Kathy Ho Shih-Jen, Hospital and Health Services
Denzler, 1996