The New England Journal of Medicine12d
A Model for System-Level Change to Improve Workforce Well-Being
A strategic initiative at Johns Hopkins Medicine incorporating the U.S. Centers for Disease Control and Prevention’s Worksite ...
The New England Journal of Medicine12d
Creating Systemwide Interdisciplinary Well-Being Committees to Reduce Physician Burnout
A system-level Interdisciplinary Well-Being Committee served as the impetus to formally coordinate Local Well-Being ...
The New England Journal of Medicine10d
Intermountain Health’s Concerted Response to the National Intravenous Fluid Shortage in the Wake of Hurricane Helene
By living the organizational value statement, “We are better together,” Intermountain Health’s 34 hospitals across six states ...
The New England Journal of Medicine10d
From the Big City to the Rural Border: Evidence-Based Research for Closing Care Gaps
The challenges and innovative solutions to spreading evidence-based medical research across China in order to improve the ...
The New England Journal of Medicine10d
Innovative Approaches and Strategic Transformations in China’s Health Care System
The contents of the NEJM Catalyst–J-Med supplemental issue on care delivery in China capture the transformative strides in China’s health care system.
The New England Journal of Medicine12d
Health Care Workforce Challenges Persist as a Legacy of Covid-19
A survey of the NEJM Catalyst Insights Council finds a few bright spots in health care workforce trends, along with troubling ...
The New England Journal of Medicine12d
A Coaching Program to Improve Employee Engagement, Culture of Safety, and Patient Experience
Frontline managers in health care organizations are charged with improving employee engagement, culture of safety, and patient experience, but often are not trained for or supported in this work. They ...