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Paul Levy
Worked at Beth Israel Deaconess Medical Center
Attended Massachusetts Institute of Technology
Lived in Little Rock, AR
1,696 followers|16,629,719 views
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Paul Levy

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With 4646 blog posts dating back to August 2006, it's time to end this adventure. After over 9-1/2 years of almost daily output, I will cease adding new posts to this blog.
With 4646 blog posts dating back to August 2006, it's time to end this adventure. After over 9-1/2 years of almost daily output, I will cease adding new posts to this blog. Why? The main reason is that it is simply time to mo...
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Regular readers will know that I am no fan of hospital rankings and have been quite critical over the years at the ones at US News and World Report.  But let's give credit to where it is due.
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Everybody seems to want to have it both ways.  Except Partners.  Which has is (again) their way.  Bravo, Partners!  Well done.
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Freedom that, without diligence, diminishes us all.
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The most common question I get--worldwide--after I give a talk or seminar on creating a learning organization to improve clinical process in hospitals is: "I really like what you are saying, but what can I do if those above me in the organization have not adopted the philosophy you espouse." I respond by saying, "Start small, and just try to get something fixed in your area, working with other like-minded people. Maybe the ideas will spread organically. Maybe they won't, but at least you will have made things better for some."

Well, May Wong from Sydney didn't need my advice.
The most common question I get--worldwide--after I give a talk or seminar on creating a learning organization to improve clinical process in hospitals is: "I really like what you are saying, but what can I do if those above ...
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The actors had permitted people to reach into their experiences--whether with their own family members or with patients--and share observations that will help bring a better sense of clinical teamwork in the hospital and empathy with patients and families.
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That all of these conversations are public makes them even more powerful--in terms both of process improvement in the hospital and the messages and information that is provided to other patients and families.
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With a plethora of books about the value and importance of storytelling, we might wonder if another could offer any value. Well, the answer is yes, emphatically.
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Unless there is a high-level and sustained commitment to reducing harm by Government, by boards, and by clinical leaders; unless all parties embrace transparency of clinical outcomes; and unless patients and family engagement is made an institutional requirement of care design and delivery, Victorians will be put at unnecessary risk during their visits to public and private hospitals in the state.
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You can't be here in Australia for very long before hearing about the concept of "mateship."
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In most of the developed nations, the situation with regard to quality and safety can best be described as islands of excellence in a sea of mediocrity.  That such is also the case in Victoria should be no cause for contentment--for the simple reason that this state has the potential to do better.

It may be that that the nascent patient quality and safety movement in Victoria will grow and help nudge government and health sector leaders to make elimination of preventable harm a priority activity comparable to eliminating traffic deaths.  In the meantime, unfortunately, self-satisfaction reigns and harm persists.  The people of Victoria deserve better.
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The point is to make the desired task clear, compelling, and practical--allowing each person to go home at the end of the day claiming success in helping to instill the culture so eloquently set forth in the compact.
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Story
Tagline
Advocate for patient-driven care, eliminating preventable harm, transparency of clinical outcomes, and front-line driven process improvement.
Introduction
Advocate for patient-driven care, eliminating preventable harm, transparency of clinical outcomes, and front-line driven process improvement.
Education
  • Massachusetts Institute of Technology
    Economics & City Planning, 1968 - 1974
Basic Information
Gender
Male
Work
Occupation
Author, speaker, corporate advisor
Employment
  • Beth Israel Deaconess Medical Center
    President and CEO, 2002 - 2011
  • Harvard Medical School
    Exec. Dean for Admininstration, 1998 - 2002
  • Massachusetts Institute of Technology
    Adjunct Professor, 1992 - 1998
  • MA Water Resources Authority
    Executive Director, 1987 - 1992
  • MA Dept. of Public Utilities
    Chairman, 1983 - 1987
  • Economics & Technology, Inc.
    Senior Consultant, 1981 - 1983
  • Arkansas Dept. of Energy
    Director, 1979 - 1981
  • MA Dept. of Public Utiliities
    Commissioner and Chairman, 1978 - 1979
  • MA Energy Policy Office
    Deputy Director, 1974 - 1978
Places
Map of the places this user has livedMap of the places this user has livedMap of the places this user has lived
Previously
Little Rock, AR - Boston, MA - New York, NY - Oceanside, NY