The Model for Improvement: A Framework for Successful Change

Thinking about improving something is easy, actually doing what it takes to improve it, is not.

Because it needs a change. But not all changes are equal.

Fixing a burnt-out light bulb is a change. Fixing a flat tire is a change. But none leads to improvement.

A change can only lead to an improvement when it produces outcomes beyond what have been seen before.

This week, I will share with you The Model for Improvement, It is a simple yet powerful framework that can guide successful change efforts, both large and small.?

At its core are Three Fundamental Questions:

1. What are we trying to accomplish?
2. How will we know that a change is an improvement?
3. What changes can we make that will result in improvement?

These questions articulate the three principles of improvement - having a clear aim, measuring to determine if changes lead to improvement, and using small tests of change.

To carry out tests of change, the Model for Improvement incorporates the Plan-Do-Study-Act (PDSA) cycle. PDSA provides a structured approach for iterative testing and learning:

• Plan - plan out the specifics of the test, including predictions of what will happen and how data will be collected.
• Do - run the test on a small scale.
• Study - analyze the results and compare to predictions. What was learned?
• Act - refine the change based on what was learned and plan for the next test.

Many PDSA cycles may be required to arrive at a meaningful improvement. The PDSA cycle builds knowledge through disciplined testing and reflection.

The Model for Improvement can be applied informally or with greater formality depending on the complexity and scale of the improvement effort. Simple efforts may require less documentation and measurement.?

Large organizational changes may necessitate more structure. But the basic framework of the three questions and PDSA cycles stays the same.

The Model for Improvement has been proven effective across diverse industries, processes, and organizations. It is a straightforward, flexible framework for guiding successful change. By starting with clear aims, measuring outcomes, and testing iterative changes, improvement teams can rapidly gain knowledge and put that learning into action.

As Brian Joiner said: "PDSA is the essence of managerial work; making sure the job gets done today, and developing better ways to do it tomorrow."

References:

• Langley, G. J., Moen, R. D., Nolan, K. M., Nolan, T. W., Norman, C. L., & Provost, L. P. (2009, June 3). The Improvement Guide. John Wiley & Sons.

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