The collaborative model used by Kaiser Permanente to implement change in the medical practice involves forming a group of cross functional teams from multiple hospitals to design and implement improved care protocols. This process involved distinct action periods through repeated cycles of (1) designing what process change could be made to improve performance, (2) making the change, (3) testing whether the change resulted in the desired impact, and (4) deciding whether to adopt the change, modify the process or abandon the change.
This article demonstrates Kaiser Permanente’s adaptation of this model toward the improvement of morbidity in patients with sepsis. They developed a team to formulate a standardized approach to the problem