Quality management in intensive care

  • G. Williams
Conference paper


The rapid growth of intensive care services since the 1960s and 1970s has brought with it enormous advances in our capacity to save, prolong, and improve lives. Once considered “miracles”, many medical achievements are now taken for granted and the general expectation placed on intensive care practitioners is that they will continue to expand their field of competence turning “miracles” into common practice. However, continued quality improvement in this high-tech/high-touch field has lead to a cost explosion m health care that is no longer taken for granted nor expected or accepted. The “bean counters” are worried, and rightfully so. hi western countries 0.2–1.0% of gross national product is spent on intensive care services [1]. As a proportion of health care expenditure, intensive care services form a significant component of most hospital budgets [2]. We are now m the “more and less” phase of our evolution where the community expectation is for more and better services, yet they want this for a less or cheaper price.


Intensive Care Unit Professional Association Continue Quality Improvement Unit Policy Open Disclosure 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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© Springer-Verlag Italia 2003

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  • G. Williams

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