UC Berkeley

Despite a rich literature examining the application of organizational learning to engineering and management contexts, learning in the health care sector has received far less empirical attention. These papers collectively address which organizational factors are precursors to learning within quality improvement collaboratives (QICs) and how participation in QICs impacts patient-centered outcomes. The first paper examines the organizational attributes associated with physician practices’ propensity to participate in QICs. The second paper explores the implementation of a shared decision making intervention within the High Value Healthcare Collaborative (HVHC) and investigates its impact upon hip and knee osteoarthritis patients' treatment preferences and decision certainty. Finally, the third paper interrogates whether surgical utilization varies across patients engaged in shared decision making compared with patients receiving usual care within HVHC.