Accreditation: a tool for organizational change in hospitals?

TLDR

Accreditation preparations triggered organizational change dynamics within the hospital. The study aimed to explore these changes through an embedded explanatory case study. Conducted from 1995–2001 in a French university hospital, the case study used interviews, focus groups, questionnaires, document analysis, and both qualitative and quantitative methods. Accreditation prompted non‑hierarchical reflection on patient care, facilitated collegial decision‑making, increased use of exit survey data, formalized procedures, and served as a catalyst for a continuous quality improvement program.

Abstract

Examines the dynamics of change that operated following preparations for accreditation. The study was conducted from May 1995 to October 2001 in a university hospital center in France after the introduction in 1996 of mandatory accreditation. An embedded explanatory case study sought to explore the organizational changes: a theoretical framework for analyzing change was developed; semi‐structured interviews, focus groups, and questionnaires addressed to the hospital's professionals were used and documents were collected; and qualitative and quantitative analyses were carried out. Professionals from clinical and medico‐technical departments participated most. Preparations for accreditation provided an opportunity to reflect non‐hierarchically on the treatment of patients and on the hospital's operational modalities by creating a locus for exchanges and collegial decision making. These preparations also led to giving greater consideration to results of exit surveys and to committing procedures to paper, and were a key opportunity for introducing a continuous quality program.