"Thinking upstream" to evaluate and to improve the daily work of the newborn intensive care unit

Abstract

One may divide patient care problem-solving approaches into two categories: (1) "Ready, aim, fire" and (2) "Ready, fire, aim." The present paper invites the reader to think about these distinctions and to identify which of these categories might apply to the reader's daily work experience. Espousing the first of these categories, and anchored in the notions of systems thinking, this paper offers the reader a framework to better understand and implement the daily work of the newborn intensive care unit. This knowledge and competence may be achieved by "thinking upstream," connecting "downstream" outcomes with "upstream" work process steps. The central elements that govern and inform the process of "thinking upstream" are articulated here in actionable terms.