Without properly understanding the system at hand, it’s unrealistic to assume these four aims can be simultaneously addressed. It’s easy to get lost in its inherent messiness, constraints, and regulations-the consequences of which, if not careful, result in the inevitable throw in the towel.
Healthcare is a complex system, comprising of different components and varying degrees of interrelationships. Pursuing the Quadruple Aim isn’t as simple as tacking on another aim onto an existing framework. As a response, there have been calls for a fourth inclusion of improving the work life of providers and staff, into what is now termed as the Quadruple Aim. What’s more disturbing is that numerous studies have linked healthcare workforce dissatisfaction to lower patient experience levels, worsening clinical outcomes for patient populations, and higher costs of care-all threatening the original tenets of the Triple Aim. The statistics are alarming- more than half of US physicians experience burnout and dissatisfaction. Since then, it has been widely adopted across organizations as an overarching strategy and foundation to deliver high quality care.Ī primary barrier in achieving the Triple Aim however, has been the experiences and well-being of healthcare providers. The three integrated aims seek to improve patient experiences of care, address health population needs and reduce per capita healthcare costs. Berwick and the Institute of Healthcare Improvement introduced the Triple Aim in 2008 as a framework to propel health system transformation.
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