Final answer:
An organization focusing on lean thinking and decentralization would analyze outcome data, identify successful interventions, and be open to modifying or discarding previous quality improvement efforts. They would encourage small, continuous improvements rather than emphasizing a few major initiatives or centralizing decision-making.
Step-by-step explanation:
An organization that is using the quality concepts of lean thinking and decentralization in their redesign efforts would likely undertake initiatives such as analyzing outcome data to identify successful interventions (Option C) and possibly discarding previous quality improvement efforts if they are not effective (Option E).
Lean thinking is focused on the removal of waste and the streamlining of processes to enhance efficiency and patient care. Implementing this philosophy would involve continuous process improvement based on data and employee input, rather than top-down decisions that require vice president approval (Option A) or punitive measures against staff, like termination for medication errors (Option B). Decentralization involves pushing decision-making down to the level of the staff closest to the problems, allowing for more rapid and informed responses to issues that arise and enhancing the quality of care by leveraging the expertise of the frontline staff.
The primary focus on a few major initiatives (Option D) does not represent lean thinking, which encourages small, continuous improvements rather than a few large-scale changes.