What attributions do Australian highperforming general practices make for their success? Applying the clinical microsystems framework: a qualitative study
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Date
2018-04-10
Authors
Dunham, Annette H
Dunbar, James Anthony
Johnson, Julie K
Fuller, Jeffrey
Morgan, Mark Andrew
Ford, Dale
Journal Title
Journal ISSN
Volume Title
Publisher
BMJ Publishing Group
Rights
© Article author(s) (or their employer(s) unless otherwise stated in the text of the article) 2018. All rights reserved. No commercial use is permitted unless otherwise expressly granted. This is an Open Access article distributed in accordance with the Creative Commons Attribution Non Commercial (CC BY-NC 4.0) license, which permits others to distribute, remix, adapt, build upon this work non-commercially, and license their derivative works on different terms, provided the original work is properly cited and the use is non-commercial. See: http://creativecommons.org/licenses/by-nc/4.0/
Rights Holder
© Article authors or their employers, 2018. All rights reserved.
Abstract
Objectives To identify the success attributions of high-performing Australian general practices and the enablers and barriers they envisage for practices wishing to emulate them.
Design Qualitative study using semi-structured interviews and content analysis of the data. Responses were recorded, transcribed verbatim and coded according to success characteristics of high-performing clinical microsystems.
Setting Primary healthcare with the participating general practices representing all Australian states and territories, and representing metropolitan and rural locations.
Participants Twenty-two general practices identified as high performing via a number of success criteria. The 52 participants were 19 general practitioners, 18 practice managers and 15 practice nurses.
Results Participants most frequently attributed success to the interdependence of the team members, patient-focused care and leadership of the practice. They most often signalled practice leadership, team interdependence and staff focus as enablers that other organisations would need to emulate their success. They most frequently identified barriers that might be encountered in the form of potential deficits or limitations in practice leadership, staff focus and mesosystem support.
Conclusions Practice leaders need to empower their teams to take action through providing inclusive leadership that facilitates team interdependence. Mesosystem support for quality improvement in general practice should focus on enabling this leadership and team building, thereby ensuring improvement efforts are converted into effective healthcare provision.
Description
No commercial use is permitted unless otherwise expressly granted. This is an Open Access article distributed in accordance with the Creative Commons Attribution Non Commercial (CC BY-NC 4.0) license, which permits others to distribute, remix, adapt, build upon this work non-commercially, and license their derivative works on different terms, provided the original work is properly cited and the use is non-commercial. See: http://creativecommons.org/licenses/by-nc/4.0/
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Citation
Dunham, A.H., Dunbar, J.A., Johnson, J.K., et al., (2018). What attributions do Australian high-performing general practices make for their success? Applying the clinical microsystems framework: a qualitative study. BMJ Open, 8:e020552.