Abstract
Hospitals have come a long way since the days of the failings of the Bristol Royal Infirmary, when the inquiry reported that there was a “substantial excess of deaths of between 30 and 35 babies under one year old, between 1991 and 1995” ([1], p. 241). At this time the inquiry reported that there were problems with a system of healthcare rather than with any particular individual. It was reported that the surgeons were working in silos, that there were no agreed standards and little opportunity to benchmark data. However at this time there did not appear to be any agreed standards by which to measure and assess outcomes “… no clear national standards of care emerged against which clinicians could confidently expect to compare their performance … and so it is unlikely that any clinician would expect to do so” ([1], p. 234).
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Wrazen, R., Soliman, S. (2017). Effective Hospital Leadership: Quality Performance Evaluation. In: Godbole, P., Burke, D., Aylott, J. (eds) Why Hospitals Fail. Springer, Cham. https://doi.org/10.1007/978-3-319-56224-7_7
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