7.7 References

Kotter JP. (2012). Leading Change. Harvard Business Review Press.

Kotter's 8-Step Process for Change: urgency, coalition building, short-term wins, anchoring change in culture

Module 7, Section 2 explicitly names and recommends Kotter's 8-Step Process as a change management framework. Kotter (2012) is cited directly in the module text and is the only appropriate citation for this named framework.

Institute for Healthcare Improvement (IHI). (2024). Psychology of Change Framework.

IHI Psychology of Change Framework: intrinsic motivation, psychological safety, social dynamics of change

Module 7, Section 2 explicitly names the IHI Psychology of Change Framework alongside Kotter's model. This IHI resource is cited directly in the module as the second recommended change management framework.

Rogers EM. (2003). Diffusion of Innovations (5th ed.).

Diffusion of Innovation theory: early adopters, spread through social networks, peer influence vs. top-down directives

Module 7's Nudge Theory and Diffusion of Innovation section explicitly discusses identifying early adopters and how new practices spread through social networks. Rogers (2003) is the original and authoritative source for Diffusion of Innovation, which is named directly in the module.

Thaler RH, Sunstein CR. (2008). Nudge: Improving Decisions About Health, Wealth, and Happiness.

Nudge Theory: using design and placement to steer behavior without mandates; EMR defaults, clipboard placement

Module 7 explicitly discusses nudge theory and provides two concrete examples: placing screening forms at the top of intake clipboards, and setting EMR defaults so providers verify rather than initiate screening. Thaler & Sunstein (2008) is the source of Nudge Theory, cited directly in the module.

Institute for Healthcare Improvement (IHI). (2024). A Framework for Spread: From Local Improvements to System-Wide Change.

Framework for spreading successful changes from one unit to multiple sites without losing fidelity

Section 4 of Module 7 addresses spread explicitly: taking a change from one unit to others while maintaining quality. The IHI Framework for Spread white paper is the operational guidance for this process and provides the accountability, champion, and visibility strategies described.

Weick KE, Sutcliffe KM. (2015). Managing the Unexpected: Sustained Performance in a Complex World (3rd ed.).

High reliability organizations; sustaining safe practices under stress and staff turnover

Module 7's sustainability section discusses how changes must be structurally embedded to survive leadership changes and competing priorities. Weick & Sutcliffe (2015) on managing the unexpected in complex organizations provides the high-reliability organizational theory that underpins these sustainability strategies.

Agency for Healthcare Research and Quality (AHRQ). (2023). TeamSTEPPS: Team Strategies and Tools to Enhance Performance and Patient Safety.

Teamwork and psychological safety as prerequisites for QI culture; structured communication tools

Module 7 discusses assessing team readiness, psychological safety, and engaging frontline staff as co-designers. AHRQ's TeamSTEPPS framework is a widely used, evidence-based resource that supports these team dynamics concepts in healthcare settings.

Edmondson AC. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350-383.

Foundational construct for the Team Readiness Pulse Survey in Section 7.1: team members' comfort raising concerns, admitting mistakes, asking for help, and taking interpersonal risks.

Section 7.1 introduces a pulse survey to assess psychological safety before launching a QI project. The survey's items are adapted from Edmondson's (1999) validated psychological safety construct, the original academic source for measuring this dimension of team culture.