Using Learning Teams for Reflective Adaptation (ULTRA): Insights From a Team-Based Change Management Strategy in Primary Care

• Published in: Annals of family medicine Vol. 8; no. 5; pp. 425 - 432
• Main Authors: Balasubramanian, Bijal A., MBBS, PhD, Chase, Sabrina M., PhD, Nutting, Paul A., MD, MPH, Cohen, Deborah J., PhD, Strickland, Pamela A. Ohman, PhD, Crosson, Jesse C., PhD, Miller, William L., MD, MA, Crabtree, Benjamin F., PhD
• Format: Journal Article
• Language: English
• Published: United States American Academy of Family Physicians 01.09.2010
• Subjects: Group Practice; Health Services Research - organization & administration; Humans; Institutional Management Teams; Internal Medicine; Organizational Culture; Organizational Innovation; Original Research; Practice Guidelines as Topic; Practice Management, Medical - organization & administration; Primary Health Care - organization & administration; Private Practice; Problem Solving; Qualitative Research; Quality of Health Care - organization & administration; United States; United States; organizational change; primary care; group meetings; qualitative research; chronic disease; quality improvement
• ISSN: 1544-1709; 1544-1717
• DOI: 10.1370/afm.1159

Abstract Purpose The Using Learning Teams for Reflective Adaptation (ULTRA) study used facilitated reflective adaptive process (RAP) teams to enhance communication and decision making in hopes of improving adherence to multiple clinical guidelines; however, the study failed to show significant clinical improvements. The purpose of this study was to examine qualitative data from 25 intervention practices to understand how they engaged in a team-based collaborative change management strategy and the types of issues they addressed. Methods We analyzed field notes and interviews from a multimethod practice assessment, as well as field notes and audio-taped recordings from RAP meetings, using an iterative group process and an immersion-crystallization approach. Results Despite a history of not meeting regularly, 18 of 25 practices successfully convened improvement teams. There was evidence of improved practice-wide communication in 12 of these practices. At follow-up, 8 practices continued RAP meetings and found the process valuable in problem solving and decision making. Seven practices failed to engage in RAP primarily because of key leaders dominating the meeting agenda or staff members hesitating to speak up in meetings. Although the number of improvement targets varied considerably, most RAP teams targeted patient care-related issues or practice-level organizational improvement issues. Not a single practice focused on adherence to clinical care guidelines. Conclusion Primary care practices can successfully engage in facilitated team meetings; however, leaders must be engaged in the process. Additional strategies are needed to engage practice leaders, particularly physicians, and to target issues related to guideline adherence.