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Lessons from the Clinical Support Systems Program: facilitating better practice through leadership and team building
Author(s) -
Mortimer Robin H,
Sewell Jillian R,
Roberton Don M,
Thomson Napier M,
Long Paul W,
Leigh Jenni A
Publication year - 2004
Publication title -
medical journal of australia
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.904
H-Index - 131
eISSN - 1326-5377
pISSN - 0025-729X
DOI - 10.5694/j.1326-5377.2004.tb06079.x
Subject(s) - scope (computer science) , simple (philosophy) , process management , computer science , meaning (existential) , clinical practice , scope of practice , knowledge management , management science , nursing , psychology , medicine , business , engineering , health care , psychotherapist , political science , philosophy , epistemology , law , programming language
The increasing array of strategies and models for improving clinical practice and patient outcomes can be confusing for clinicians. The Clinical Support Systems (CSS) model has proved to be effective in local environments because it demystifies the design and implementation of evidence‐based practice improvement projects. The CSS model is simple and has a wide scope. It provides a broad framework with minimalist specifications, enabling clinicians to design their own systems of care that cut across fragmented organisational structures. Implementing simple rules can be an effective strategy for change in complex care systems. These rules do not impose solutions on clinicians, but rather, help them to find creative solutions that have meaning for them and are contextually relevant.