Ways to Prevent Secondary Healthcare Errors in Hospitals
The recipe for success? Invest in your team
Containing costs while promoting quality care can be complex. Rise to the challenge!
By Leslie R, Smith, MSN, RN
NURSE EXECUTIVES ARE TASKED WITH ENSURING A PRECISE BALANCE BETWEEN PROMOTING SAFE, QUALITY CARE FOR PATIENTS AND PURSUING A POSITIVE BOTTOM LINE. WE MUST WEATHER THE NURSING SHORTAGE AND AVOID COSTLY EXPENDITURES, SUCH AS UTILIZING AGENCY STAFF AND APPROVING OVERTIME FOR REGULAR STAFF. INTERDISCIPLINARY PRACTICE, SAFE WORK PRACTICES, AND ANNUAL MANDATORY COMPETENCIES ARE ALL AREAS IN WHICH WE CAN PROMOTE PATIENT SAFETY. IT’S ALSO THE NURSE EXECUTIVE’S ROLE TO ENGAGE IN TEAM-BUILDING ACTIVITIES AND TASKFORCES TO DRIVE CHANGE THAT WILL IMPROVE PERFORMANCE AND CREATE A CULTURE OF SAFETY. A group of researchers in Quebec was tasked with promoting effective operations by reorganizing care and work to improve quality, retention, and reduction in costs.1 The researchers teamed with key leadership to share the vision, mission, and values of the organization and identify the purpose and needs of the staff members. They found that it was vital to investigate the organizational structure, culture, leadership style, and environment before promoting change. They also note that for organizational change to occur, leaders must encourage participation, mobilization, and innovation by team members.1 Nurse executives can utilize these strategies to promote change that will lead to a culture of safety.
The importance of a culture of safety
The Institute of Medicine (IOM) has authored several publications that focus on improving quality and safety in healthcare. The 1999 report, To Err is Human, estimated that close to 90,000 annual deaths in the United States are preventable and caused secondary to errors in the healthcare delivery process.2 This publication led healthcare leaders to make changes to improve the care given to patients. In a second report, Crossing the Quality Chasm, the IOM discussed the complex
Containing costs while promoting quality care can be complex. Rise to the challenge!
By Leslie R, Smith, MSN, RN
NURSE EXECUTIVES ARE TASKED WITH ENSURING A PRECISE BALANCE BETWEEN PROMOTING SAFE, QUALITY CARE FOR PATIENTS AND PURSUING A POSITIVE BOTTOM LINE. WE MUST WEATHER THE NURSING SHORTAGE AND AVOID COSTLY EXPENDITURES, SUCH AS UTILIZING AGENCY STAFF AND APPROVING OVERTIME FOR REGULAR STAFF. INTERDISCIPLINARY PRACTICE, SAFE WORK PRACTICES, AND ANNUAL MANDATORY COMPETENCIES ARE ALL AREAS IN WHICH WE CAN PROMOTE PATIENT SAFETY. IT’S ALSO THE NURSE EXECUTIVE’S ROLE TO ENGAGE IN TEAM-BUILDING ACTIVITIES AND TASKFORCES TO DRIVE CHANGE THAT WILL IMPROVE PERFORMANCE AND CREATE A CULTURE OF SAFETY. A group of researchers in Quebec was tasked with promoting effective operations by reorganizing care and work to improve quality, retention, and reduction in costs.1 The researchers teamed with key leadership to share the vision, mission, and values of the organization and identify the purpose and needs of the staff members. They found that it was vital to investigate the organizational structure, culture, leadership style, and environment before promoting change. They also note that for organizational change to occur, leaders must encourage participation, mobilization, and innovation by team members.1 Nurse executives can utilize these strategies to promote change that will lead to a culture of safety.
The importance of a culture of safety
The Institute of Medicine (IOM) has authored several publications that focus on improving quality and safety in healthcare. The 1999 report, To Err is Human, estimated that close to 90,000 annual deaths in the United States are preventable and caused secondary to errors in the healthcare delivery process.2 This publication led healthcare leaders to make changes to improve the care given to patients. In a second report, Crossing the Quality Chasm, the IOM discussed the complex
References: 1. VIENS C, LAVOIE-TREMBLAY M, LECLERC MM, BRABANT LH. NEW APPROACHES OF ORGANIZING CARE AND WORK: GIVING WAY TO PARTICIPATION, MOBILIZATION, AND INNOVATION. HEALTH CARE MANAG (FREDERICK). 2005;24(2):150-158. 4. Follen M, Castaneda R, Mikelson M, Johnson D, Wilson A, Higuchi K. Implementing health information technology to improve the process of health care delivery: a case study. Disease Manage. 2007;10(4):208-215. 5. Hader R. Board governance: what is your CNO’s role? Nurs Manage. 2006;37(3):32-34. 7. Grossbart SR. What 's the return? Assessing the effect of “pay-for-performance” initiatives on the quality of care delivery. Med Care Res Rev. 2006;63(1 suppl):29S-48S. 8. Stanley JM, Gannon J, Gabuat J, et al. The clinical nurse leader: a catalyst for improving quality and patient safety. J Nurs Manag. 2008;16(5):614-622. 10. Esparza SJ, Zoller JS, White AW, Highfield ME. Nurse staffing and skill mix patterns: are there differences in outcomes? J Healthc Risk Manag. 2012;31(3):14-23. 11. Keepnews DM. Evaluating nurse staffing regulation. Policy Polit Nurs Pract. 2007;8(4):236-237.