The essential components of effective, credible and reliable incident analysis and management will be explored during this module. A good understanding of the principles, concepts and leading practices is fundamental because organizations need to nurture and support their use on an ongoing basis. Practical examples and facilitated discussions will help participants bridge this knowledge with their practice.
3. Learning Objectives
Understand the following:
• Principles: safe and just culture; consistency and fairness;
team approach; confidentiality
• Concepts: Swiss cheese model; systems thinking ; human
factors; complexity; sphere of influence; systems level; bias
Ability to:
• Differentiate between a just culture and a culture that is
“blame and shame”
• Discuss and describe the difference(s) between person
thinking and system thinking
• Describe how human factors is utilized to improve reliability
and safety.
• Describe one method to overcome bias using a personal
example.
18. Part 2: Theory Burst - Principles
Jennifer White, Saskatchewan Ministry of Health
19.
20.
21. Safe and Just Culture
“ To promote a culture in which we learn from our
mistakes, organizations must re-evaluate just how
their disciplinary system fits into the equation.
Disciplining employees in response to honest
mistakes does little to improve the overall system
safety.”
David Marx
27. Systems Thinking and Human
Factors
“Clearly certain structure is needed; and
equally clearly, there is no way to change
outcome except through changing process,
since outcome ‘tells on’ process.”
VN Slee et al. (1996).
28. Systems Thinking and Human
Factors
Human factors is a discipline dedicated to uncovering
and addressing disconnect between:
• People
• Tools and Technology
• Environment
When people use tools and work in environments that
do not support them, errors or near misses can
occur.
34. Leading Practices
Features
Timely
Interdisciplinary
Objective, impartial
Credible LEARN Thorough
Those associated with the Detail
incident Analysis
Leadership Recommended actions
Information Documentation
Evaluation plan Follow-through
35. Cognitive Traps
Types of cognitive bias affecting outcome of an
analysis:
• Oversimplification
• Overestimation
• Overrating
• Misjudging
• Premature completion
• Overconfidence
36. Cognitive Traps
How bias can contribute to a patient safety incident:
• Confirmation Bias
• Inattention Bias
39. Breakout Session
Most participants will
“move” to breakout
rooms
Some participants will
stay in the main room
Those prompted: click
YES to both pop-up
screens to “move”
40. Current Status
Just culture
Consistency, fairness
Team approach
Confidentiality
Systems thinking
(levels, context, influence)
Human factors
46. Next Steps
• End of session evaluation certificate
• Follow up survey we learn from you
Incident Analysis Learning Program
• Incident analysis as part of the incident management
continuum – December 13, 2012
• Comprehensive analysis – January 10, 2013
• Concise analysis – January 31, 2013
• Multi-incident analysis – February 21, 2013
• Recommendations management – March 7, 2013
• Follow-through and share what was learned – March 28,
2013
47. Additional Resources
Fluorouracil Incident Root Cause Analysis - ISMP
Canada
Incident Analysis and Management - Tools – a
collection of documents, templates, guidelines, and
examples
Recordings/ slides: previous modules and info call
Contact us at: analysis@cpsi-icsp.ca
52. Leading Practices
Features
Timely
Interdisciplinary
Objective, impartial
Credible LEARN Thorough
Those associated with the Detail
incident Analysis
Leadership Recommended actions
Information Documentation
Evaluation plan Follow-through