Although the culture of safety is a serious business, it does not have to be implemented with a grim face. Joy and spirit of care giving are also linked to patient safety. Joy comes from witnessing successful patient outcomes and seeing a patient and family experience their healing journey.The use of emoticons to convey information saturates our wired world. One of the more popular emoticons is the smile. The smile is ubiquitous throughout computer generated communication such as emails, texts and social networking applications. Could we parlay its popularity in our patient safety efforts? We surmised that a healthcare provider, who is trained in the SMILE culture of safety model, would more easily recognize our culture of safety framework when this emoticon was used as a part of their daily communicating life.
Telemedicine, E health and other technologies promise change that can profoundly affect patients and providers. Even a quick scan of topics featured in this journal demonstrates its impact on quality of life, public health concerns, and effectiveness healthcare. However, this powerful area of health care also creates serious issues for patients and providers. This writer
is particularly interested in ethics issues that affect the soul of health care.
How LTC Facilities Could Capitalize on their Wellness Program - Shane Paulson...marcus evans Network
Shane Paulson of PhysioLogic Human Performance Systems LLC, a solution provider at the marcus evans Long-Term Care CXO Summit Spring 2015, on how LTC facilities can boost revenue through their wellness program.
Interview with: Shane Paulson, Board-Certified Exercise Physiologist and Chief Executive Officer, PhysioLogic Human Performance Systems LLC
We offer collaborative safety training services including child welfare,health services,systemic critical incident reviews for all Nashville industries.
Telemedicine, E health and other technologies promise change that can profoundly affect patients and providers. Even a quick scan of topics featured in this journal demonstrates its impact on quality of life, public health concerns, and effectiveness healthcare. However, this powerful area of health care also creates serious issues for patients and providers. This writer
is particularly interested in ethics issues that affect the soul of health care.
How LTC Facilities Could Capitalize on their Wellness Program - Shane Paulson...marcus evans Network
Shane Paulson of PhysioLogic Human Performance Systems LLC, a solution provider at the marcus evans Long-Term Care CXO Summit Spring 2015, on how LTC facilities can boost revenue through their wellness program.
Interview with: Shane Paulson, Board-Certified Exercise Physiologist and Chief Executive Officer, PhysioLogic Human Performance Systems LLC
We offer collaborative safety training services including child welfare,health services,systemic critical incident reviews for all Nashville industries.
10Patient Safety Culture in hospitals.Student’s NameCoBenitoSumpter862
10
Patient Safety Culture in hospitals.
Student’s Name
Course
Instructor’s name.
Institutional Affiliation
September 24, 2021.
Patient Safety Culture in hospitals.
Introduction.
Patient safety is an issue of global public health concern. It refers to preventing patients from harm by implementing a care system that contains errors and learns from medical errors to build a safety culture involving healthcare workers, patients, and healthcare organizations. The safety of patients is critical in care quality. Many patients worldwide have suffered injuries, disabilities, and death due to medical errors or unsafe care. Patient safety culture can be defined as healthcare organizations' values about what is essential and how to operate to protect patients. To achieve a safe culture, organizations and their members must understand the values, norms, and beliefs about essential and attitudes and behaviors related to patient safety (Ali et al., 2018).
To achieve a culture of safety, organizations should emphasize addressing disparities in the quality of care because the current challenges may worsen the efforts to narrow the gap. The key issues in establishing and providing accessible, responsive, and effective health systems are quality and safety. Poor quality and unsafe patient care increase mortality and morbidity rates throughout the world. About 75% of the healthcare delivery gaps are preventable, and approximately 10% of inpatient admission result from preventable patient harm (Amiri et al., 2018).
Patient safety cultures with strong collaboration and leadership drive and prioritize safety (Wu et al., 2019). Strong leadership and commitment from manger are essential because their attitudes and actions influence the wider workforce's behaviors, perceptions, and attitudes. The other important aspects of patient safety culture include; effective communication, mutual trust, shared views on the importance of patient safety, engaging the healthcare workforce, acknowledging mistakes, and having a system that recognizes, responds, and gives feedback on adverse events (Alquwez et al., 2018). Patient safety culture is influenced by burnouts, hospital characteristics, communication, position, work area, commitment to the patient safety program, leadership, and patient safety resources and management.
Thesis statement.
Patient safety culture focuses on safety in health care by emphasizing the prevention, reporting, and investigation of medical errors that may cause patients' adverse effects, thus reducing harm by implementing necessary measures. Several factors are affecting the culture of patient safety in hospitals. This paper highlights patient safety culture and the factors affecting patient safety culture in public hospitals.
Body.
Patient safety culture encompasses shared values and beliefs about healthcare delivery system, training and education of healthcare workers on patient safety culture, commitment from leaders and managers, ope ...
10Patient Safety Culture in hospitals.Student’s NameCoSantosConleyha
10
Patient Safety Culture in hospitals.
Student’s Name
Course
Instructor’s name.
Institutional Affiliation
September 24, 2021.
Patient Safety Culture in hospitals.
Introduction.
Patient safety is an issue of global public health concern. It refers to preventing patients from harm by implementing a care system that contains errors and learns from medical errors to build a safety culture involving healthcare workers, patients, and healthcare organizations. The safety of patients is critical in care quality. Many patients worldwide have suffered injuries, disabilities, and death due to medical errors or unsafe care. Patient safety culture can be defined as healthcare organizations' values about what is essential and how to operate to protect patients. To achieve a safe culture, organizations and their members must understand the values, norms, and beliefs about essential and attitudes and behaviors related to patient safety (Ali et al., 2018).
To achieve a culture of safety, organizations should emphasize addressing disparities in the quality of care because the current challenges may worsen the efforts to narrow the gap. The key issues in establishing and providing accessible, responsive, and effective health systems are quality and safety. Poor quality and unsafe patient care increase mortality and morbidity rates throughout the world. About 75% of the healthcare delivery gaps are preventable, and approximately 10% of inpatient admission result from preventable patient harm (Amiri et al., 2018).
Patient safety cultures with strong collaboration and leadership drive and prioritize safety (Wu et al., 2019). Strong leadership and commitment from manger are essential because their attitudes and actions influence the wider workforce's behaviors, perceptions, and attitudes. The other important aspects of patient safety culture include; effective communication, mutual trust, shared views on the importance of patient safety, engaging the healthcare workforce, acknowledging mistakes, and having a system that recognizes, responds, and gives feedback on adverse events (Alquwez et al., 2018). Patient safety culture is influenced by burnouts, hospital characteristics, communication, position, work area, commitment to the patient safety program, leadership, and patient safety resources and management.
Thesis statement.
Patient safety culture focuses on safety in health care by emphasizing the prevention, reporting, and investigation of medical errors that may cause patients' adverse effects, thus reducing harm by implementing necessary measures. Several factors are affecting the culture of patient safety in hospitals. This paper highlights patient safety culture and the factors affecting patient safety culture in public hospitals.
Body.
Patient safety culture encompasses shared values and beliefs about healthcare delivery system, training and education of healthcare workers on patient safety culture, commitment from leaders and managers, ope ...
Closing the Gap Toward a Culture of Safetycourtemanche
In its landmark 1999 publication, To Err Is Human, the Institute of Medicine defined patient safety as “freedom from accidental injury.” In 1999, estimated deaths from medical errors in United States hospitals were 98,000 per year thus the expectation to be free from accidental injury was more than a reasonable expectation for those accessing the health care system.
1EU HCM505 - 146Research Methodology in Health CriAnastaciaShadelb
1
EU HCM505 - 146
Research Methodology in Health
Critical Thinking Assignment: Research Paper_ Module 12
130 Points
/
Saami Comment by Dale Gooden: Hello Saleh,
Thank you for the hard work on this submission. I enjoyed reading it and have provided my feedback below.
Warmly,
Dr. Gooden
November 26, 2021
Patient Safety Culture in hospitals.
Introduction. Comment by Dale Gooden: You provided a solid introduction, background, and overview of the central theme of your research.
Patient safety is an issue of global public health concern. It refers to preventing patients from harm by implementing a care system that contains errors and learns from medical errors to build a safety culture involving healthcare workers, patients, and healthcare organizations. The safety of patients is critical in care quality. Many patients worldwide have suffered injuries, disabilities, and death due to medical errors or unsafe care. Patient safety culture can be defined as healthcare organizations' values about what is essential and how to operate to protect patients. To achieve a safety culture, organizations and their members need to understand the values, norms and beliefs about the essential attitudes and behaviors associated with patient safety (Ali et al., 2018).
To achieve a culture of safety, organizations should emphasize addressing disparities in the quality of care because the current challenges may worsen the efforts to narrow the gap. Quality and safety are key issues in establishing and delivering accessible, responsive and effective healthcare systems. Poor quality and unsafe patient care increase mortality and morbidity rates throughout the world. About 75% of the healthcare delivery gaps are preventable, and approximately 10% of inpatient admission result from preventable patient harm (Amiri et al., 2018).
Patient safety cultures with strong collaboration and leadership drive and prioritize safety (Wu et al., 2019). Strong leadership and commitment from manger are essential because their attitudes and actions influence the wider workforce's behaviors, perceptions, and attitudes. Other important aspects of the patient safety culture are; effective communication, mutual trust, shared views on the importance of patient safety, engaging the healthcare workforce, acknowledging mistakes, and having a system that recognizes, responds, and gives feedback on adverse events (Alquwez et al., 2018). Patient safety culture is influenced by burnouts, hospital characteristics, communication, position, work area, commitment to the patient safety program, leadership, and patient safety resources and management.
Thesis statement. Comment by Dale Gooden: Include a research question supported with peer-reviewed references to improve your grade.
Patient safety culture focuses on safety in health care by emphasizing the prevention, reporting, and investigation of medical errors that may cause patients' adverse effects, thus reducing harm by implementing n ...
Running head: HEALTHCARE 1
HEALTHCARE 3
Healthcare
Yahima Montero
Chamberlain University
NR 534 Weeek 5
Healthcare
The Analysis
The paper explores and analyses how the culture and climate of at my workplace, Cleveland Hospital influence the provision of quality care services. The creation of a sustainable healthcare work environment in which workers and patients feel engaged, loyal, and satisfied remain as priorities of any organization. My organization culture makes the broader construct that covers every aspect of employees at work. The climate within the organization involves our shared perceptions among employees on the organization’s procedures, practices, policies, and the nature of the rewarding system. The summary of the assessment findings on my organization’s physical environment, organizational power and structure, social environment, environmental safety, professional and personal support, organizational communication, and organizational taboos form the critical aspects of the paper.
Cleveland Hospital Organizational Culture and Climate Analysis
Summary of Assessment Findings
Physical Environment: How I experience the work environment at any given time, how it feels to work in the organization and to perform in the organization’s culture influences my mood. Within the facility, families visiting their patients have a well-furnished waiting bay with television in which they first rest before being allowed to see their patients. Those with cars can access marked parking lots that are enough. Since the organization is Christian-based, it has a chapel in which patients’ families can gather and pray for their loved ones undergoing medical treatment.
Environmental Safety: As workers, we share values and beliefs that influence our behavior within the organization. It is through these share aspects in which the organization has identified to provide safety measures since the organization believes that healthy workers are essential assets in performance. As a result, environmental safety measures such as safety stickers on elevators, stairwells, passageways, and hallways are maintained. These stickers remind workers and other people that safety at the workplace is critical and that they should observe safety measures.
Social Environment: The organization has maintained its annual event at the end of the year in which all workers and other senior employees converge to celebrate the achievements of that year. These internal social events have helped in strengthening interdepartmental socialization and making the organization one big family. As a result, the shared assumptions, values, and beliefs of the organization get enhanced to propel the achievement of goals and realization of the vision.
Organizational Power Structure: Board of directors manages the facility. The executive management of the organization oversees daily operations. The chief executive officer remains the top boss responsible for all activi ...
· Analyze how healthcare reimbursement influences your nursing praLesleyWhitesidefv
· Analyze how healthcare reimbursement influences your nursing practice.
Health care is significantly changing with time, and one of these changes is how health care facilities and providers are compensated for offering service. One of these ways is through reimbursement. Health care reimbursement is the payment given to a health care facility or a health care provider for offering medical service to a patient (Torrey, 2020). This cost is often covered by a patient’s health insurer or a government payer. In health care reimbursements are beneficial because they discourage DNP-prepared nurses from establishing their own independent practices. This is because at their own practices they would receive less reimbursement under their own number than under that of a physician. If the reimbursement rates were equal more DNP-prepared nurses would establish their own practices and this would increase competition.
Due to healthcare reimbursement, models that emphasize cost-effective decisions by DNP-prepared nurses are developed. These decisions are offer patients with quality medical care rather than sacrificing the patient service quality. Innovations such as price transparency tools as well as patient engagement apps help the nursing practice during the implementation of healthcare reimbursement. The patient outcome as well as the low-cost care provided by health care providers has an influence on the reimbursement received. Health care reimbursement tends to motivate health care providers because they earn more when the care they provide is of high quality as well as low cost.
DNP- prepared Nurses' role helps Nurse Practitioners to prepare for the advancement they will encounter in their nursing career in health care. This enables them to be more competent and have more knowledge when offering quality health care. The main goal of the health care reimbursement system is to pay health care providers based on their performance. This means that being more advanced and competent is beneficial for a DNP in order to provide high-quality care to patients. This simply means that if they offer high-quality care, the reimbursement will reflect this and they will be paid more. And if they are not competent, then the reimbursement will be vice versa.
2- Examine how the value-based insurance design (VBID) influences clinical outcomes and cost issues.
The aim of value-based insurance design is to increase the quality of health care while decreasing the cost by using financial incentives to promote cost-efficient health care services and consumer choices. In order to remove roadblocks as well as maintain and improve a person’s health, health benefit plans can be developed. These plans tend to save money by reducing future expensive medical procedures. They do this by covering treatments such as prescribed drugs at a low cost or no cost, preventive care as well as wellness visits (Lexchin, 2020).
The healthcare industry is making a shif ...
Joint Commission defines Disruptive Behavior as “conduct by a health care professional that intimidates others working in the organization to the extent that quality and safety are compromised”.
Research has found that disruptive behavior not only impacts the morale and staffing of an organization but can lead to medical errors and breakdowns in the quality of care, treatment, and services delivered.
Safety Event Analysis Teams (SEAT) comprised of believers & opinion builders. The team identified defects from the event reports. Implemented systems changes to reduce the probability of recurring. At least one defect was investigated each month.
The implications of SEAT were, staff came open and reported the incidents. It helped institute a Fair and Just Culture. Investigation examined the processes and not just people. Staff share their experiences with other CUSP units. SEAT helped turn these staff in to champions
More Related Content
Similar to Putting a smile on the culture of safety frame work
10Patient Safety Culture in hospitals.Student’s NameCoBenitoSumpter862
10
Patient Safety Culture in hospitals.
Student’s Name
Course
Instructor’s name.
Institutional Affiliation
September 24, 2021.
Patient Safety Culture in hospitals.
Introduction.
Patient safety is an issue of global public health concern. It refers to preventing patients from harm by implementing a care system that contains errors and learns from medical errors to build a safety culture involving healthcare workers, patients, and healthcare organizations. The safety of patients is critical in care quality. Many patients worldwide have suffered injuries, disabilities, and death due to medical errors or unsafe care. Patient safety culture can be defined as healthcare organizations' values about what is essential and how to operate to protect patients. To achieve a safe culture, organizations and their members must understand the values, norms, and beliefs about essential and attitudes and behaviors related to patient safety (Ali et al., 2018).
To achieve a culture of safety, organizations should emphasize addressing disparities in the quality of care because the current challenges may worsen the efforts to narrow the gap. The key issues in establishing and providing accessible, responsive, and effective health systems are quality and safety. Poor quality and unsafe patient care increase mortality and morbidity rates throughout the world. About 75% of the healthcare delivery gaps are preventable, and approximately 10% of inpatient admission result from preventable patient harm (Amiri et al., 2018).
Patient safety cultures with strong collaboration and leadership drive and prioritize safety (Wu et al., 2019). Strong leadership and commitment from manger are essential because their attitudes and actions influence the wider workforce's behaviors, perceptions, and attitudes. The other important aspects of patient safety culture include; effective communication, mutual trust, shared views on the importance of patient safety, engaging the healthcare workforce, acknowledging mistakes, and having a system that recognizes, responds, and gives feedback on adverse events (Alquwez et al., 2018). Patient safety culture is influenced by burnouts, hospital characteristics, communication, position, work area, commitment to the patient safety program, leadership, and patient safety resources and management.
Thesis statement.
Patient safety culture focuses on safety in health care by emphasizing the prevention, reporting, and investigation of medical errors that may cause patients' adverse effects, thus reducing harm by implementing necessary measures. Several factors are affecting the culture of patient safety in hospitals. This paper highlights patient safety culture and the factors affecting patient safety culture in public hospitals.
Body.
Patient safety culture encompasses shared values and beliefs about healthcare delivery system, training and education of healthcare workers on patient safety culture, commitment from leaders and managers, ope ...
10Patient Safety Culture in hospitals.Student’s NameCoSantosConleyha
10
Patient Safety Culture in hospitals.
Student’s Name
Course
Instructor’s name.
Institutional Affiliation
September 24, 2021.
Patient Safety Culture in hospitals.
Introduction.
Patient safety is an issue of global public health concern. It refers to preventing patients from harm by implementing a care system that contains errors and learns from medical errors to build a safety culture involving healthcare workers, patients, and healthcare organizations. The safety of patients is critical in care quality. Many patients worldwide have suffered injuries, disabilities, and death due to medical errors or unsafe care. Patient safety culture can be defined as healthcare organizations' values about what is essential and how to operate to protect patients. To achieve a safe culture, organizations and their members must understand the values, norms, and beliefs about essential and attitudes and behaviors related to patient safety (Ali et al., 2018).
To achieve a culture of safety, organizations should emphasize addressing disparities in the quality of care because the current challenges may worsen the efforts to narrow the gap. The key issues in establishing and providing accessible, responsive, and effective health systems are quality and safety. Poor quality and unsafe patient care increase mortality and morbidity rates throughout the world. About 75% of the healthcare delivery gaps are preventable, and approximately 10% of inpatient admission result from preventable patient harm (Amiri et al., 2018).
Patient safety cultures with strong collaboration and leadership drive and prioritize safety (Wu et al., 2019). Strong leadership and commitment from manger are essential because their attitudes and actions influence the wider workforce's behaviors, perceptions, and attitudes. The other important aspects of patient safety culture include; effective communication, mutual trust, shared views on the importance of patient safety, engaging the healthcare workforce, acknowledging mistakes, and having a system that recognizes, responds, and gives feedback on adverse events (Alquwez et al., 2018). Patient safety culture is influenced by burnouts, hospital characteristics, communication, position, work area, commitment to the patient safety program, leadership, and patient safety resources and management.
Thesis statement.
Patient safety culture focuses on safety in health care by emphasizing the prevention, reporting, and investigation of medical errors that may cause patients' adverse effects, thus reducing harm by implementing necessary measures. Several factors are affecting the culture of patient safety in hospitals. This paper highlights patient safety culture and the factors affecting patient safety culture in public hospitals.
Body.
Patient safety culture encompasses shared values and beliefs about healthcare delivery system, training and education of healthcare workers on patient safety culture, commitment from leaders and managers, ope ...
Closing the Gap Toward a Culture of Safetycourtemanche
In its landmark 1999 publication, To Err Is Human, the Institute of Medicine defined patient safety as “freedom from accidental injury.” In 1999, estimated deaths from medical errors in United States hospitals were 98,000 per year thus the expectation to be free from accidental injury was more than a reasonable expectation for those accessing the health care system.
1EU HCM505 - 146Research Methodology in Health CriAnastaciaShadelb
1
EU HCM505 - 146
Research Methodology in Health
Critical Thinking Assignment: Research Paper_ Module 12
130 Points
/
Saami Comment by Dale Gooden: Hello Saleh,
Thank you for the hard work on this submission. I enjoyed reading it and have provided my feedback below.
Warmly,
Dr. Gooden
November 26, 2021
Patient Safety Culture in hospitals.
Introduction. Comment by Dale Gooden: You provided a solid introduction, background, and overview of the central theme of your research.
Patient safety is an issue of global public health concern. It refers to preventing patients from harm by implementing a care system that contains errors and learns from medical errors to build a safety culture involving healthcare workers, patients, and healthcare organizations. The safety of patients is critical in care quality. Many patients worldwide have suffered injuries, disabilities, and death due to medical errors or unsafe care. Patient safety culture can be defined as healthcare organizations' values about what is essential and how to operate to protect patients. To achieve a safety culture, organizations and their members need to understand the values, norms and beliefs about the essential attitudes and behaviors associated with patient safety (Ali et al., 2018).
To achieve a culture of safety, organizations should emphasize addressing disparities in the quality of care because the current challenges may worsen the efforts to narrow the gap. Quality and safety are key issues in establishing and delivering accessible, responsive and effective healthcare systems. Poor quality and unsafe patient care increase mortality and morbidity rates throughout the world. About 75% of the healthcare delivery gaps are preventable, and approximately 10% of inpatient admission result from preventable patient harm (Amiri et al., 2018).
Patient safety cultures with strong collaboration and leadership drive and prioritize safety (Wu et al., 2019). Strong leadership and commitment from manger are essential because their attitudes and actions influence the wider workforce's behaviors, perceptions, and attitudes. Other important aspects of the patient safety culture are; effective communication, mutual trust, shared views on the importance of patient safety, engaging the healthcare workforce, acknowledging mistakes, and having a system that recognizes, responds, and gives feedback on adverse events (Alquwez et al., 2018). Patient safety culture is influenced by burnouts, hospital characteristics, communication, position, work area, commitment to the patient safety program, leadership, and patient safety resources and management.
Thesis statement. Comment by Dale Gooden: Include a research question supported with peer-reviewed references to improve your grade.
Patient safety culture focuses on safety in health care by emphasizing the prevention, reporting, and investigation of medical errors that may cause patients' adverse effects, thus reducing harm by implementing n ...
Running head: HEALTHCARE 1
HEALTHCARE 3
Healthcare
Yahima Montero
Chamberlain University
NR 534 Weeek 5
Healthcare
The Analysis
The paper explores and analyses how the culture and climate of at my workplace, Cleveland Hospital influence the provision of quality care services. The creation of a sustainable healthcare work environment in which workers and patients feel engaged, loyal, and satisfied remain as priorities of any organization. My organization culture makes the broader construct that covers every aspect of employees at work. The climate within the organization involves our shared perceptions among employees on the organization’s procedures, practices, policies, and the nature of the rewarding system. The summary of the assessment findings on my organization’s physical environment, organizational power and structure, social environment, environmental safety, professional and personal support, organizational communication, and organizational taboos form the critical aspects of the paper.
Cleveland Hospital Organizational Culture and Climate Analysis
Summary of Assessment Findings
Physical Environment: How I experience the work environment at any given time, how it feels to work in the organization and to perform in the organization’s culture influences my mood. Within the facility, families visiting their patients have a well-furnished waiting bay with television in which they first rest before being allowed to see their patients. Those with cars can access marked parking lots that are enough. Since the organization is Christian-based, it has a chapel in which patients’ families can gather and pray for their loved ones undergoing medical treatment.
Environmental Safety: As workers, we share values and beliefs that influence our behavior within the organization. It is through these share aspects in which the organization has identified to provide safety measures since the organization believes that healthy workers are essential assets in performance. As a result, environmental safety measures such as safety stickers on elevators, stairwells, passageways, and hallways are maintained. These stickers remind workers and other people that safety at the workplace is critical and that they should observe safety measures.
Social Environment: The organization has maintained its annual event at the end of the year in which all workers and other senior employees converge to celebrate the achievements of that year. These internal social events have helped in strengthening interdepartmental socialization and making the organization one big family. As a result, the shared assumptions, values, and beliefs of the organization get enhanced to propel the achievement of goals and realization of the vision.
Organizational Power Structure: Board of directors manages the facility. The executive management of the organization oversees daily operations. The chief executive officer remains the top boss responsible for all activi ...
· Analyze how healthcare reimbursement influences your nursing praLesleyWhitesidefv
· Analyze how healthcare reimbursement influences your nursing practice.
Health care is significantly changing with time, and one of these changes is how health care facilities and providers are compensated for offering service. One of these ways is through reimbursement. Health care reimbursement is the payment given to a health care facility or a health care provider for offering medical service to a patient (Torrey, 2020). This cost is often covered by a patient’s health insurer or a government payer. In health care reimbursements are beneficial because they discourage DNP-prepared nurses from establishing their own independent practices. This is because at their own practices they would receive less reimbursement under their own number than under that of a physician. If the reimbursement rates were equal more DNP-prepared nurses would establish their own practices and this would increase competition.
Due to healthcare reimbursement, models that emphasize cost-effective decisions by DNP-prepared nurses are developed. These decisions are offer patients with quality medical care rather than sacrificing the patient service quality. Innovations such as price transparency tools as well as patient engagement apps help the nursing practice during the implementation of healthcare reimbursement. The patient outcome as well as the low-cost care provided by health care providers has an influence on the reimbursement received. Health care reimbursement tends to motivate health care providers because they earn more when the care they provide is of high quality as well as low cost.
DNP- prepared Nurses' role helps Nurse Practitioners to prepare for the advancement they will encounter in their nursing career in health care. This enables them to be more competent and have more knowledge when offering quality health care. The main goal of the health care reimbursement system is to pay health care providers based on their performance. This means that being more advanced and competent is beneficial for a DNP in order to provide high-quality care to patients. This simply means that if they offer high-quality care, the reimbursement will reflect this and they will be paid more. And if they are not competent, then the reimbursement will be vice versa.
2- Examine how the value-based insurance design (VBID) influences clinical outcomes and cost issues.
The aim of value-based insurance design is to increase the quality of health care while decreasing the cost by using financial incentives to promote cost-efficient health care services and consumer choices. In order to remove roadblocks as well as maintain and improve a person’s health, health benefit plans can be developed. These plans tend to save money by reducing future expensive medical procedures. They do this by covering treatments such as prescribed drugs at a low cost or no cost, preventive care as well as wellness visits (Lexchin, 2020).
The healthcare industry is making a shif ...
Joint Commission defines Disruptive Behavior as “conduct by a health care professional that intimidates others working in the organization to the extent that quality and safety are compromised”.
Research has found that disruptive behavior not only impacts the morale and staffing of an organization but can lead to medical errors and breakdowns in the quality of care, treatment, and services delivered.
Safety Event Analysis Teams (SEAT) comprised of believers & opinion builders. The team identified defects from the event reports. Implemented systems changes to reduce the probability of recurring. At least one defect was investigated each month.
The implications of SEAT were, staff came open and reported the incidents. It helped institute a Fair and Just Culture. Investigation examined the processes and not just people. Staff share their experiences with other CUSP units. SEAT helped turn these staff in to champions
Most frameworks involving a “culture of safety” place patients at the center of the care delivery model (Sammer & James, 2011). In view of health policy, Ostrom (2007) stated that frameworks are meant to organize inquiry through identification of elements and potential relationship, but not intended to specifically test, explain, or predict behavioral outcomes or strengths of association as theory would test. In the healthcare setting patients occupy the center prominence of our safety efforts; however, we offer that care providers play an equally important role in optimizing patient safety and caregivers hold a position of equivalent actors in such frameworks. Furthermore, extrinsic factors such as government agencies are at times excluded in these discussions and some frameworks are structurally complex making it difficult for end users to retain, remember, and apply concepts consistently in practice.
Although a culture of safety is serious business (Denham, 2007a), it does not have to be implemented with a grim face. Joy and spirit of caregiving is also linked to patient safety. Joy comes from witnessing successful patient outcomes, and seeing the patient and family experiences of their healing journey (Hinz, 2011). Leape (2013) offers that joy and meaning will be created when the care providers feel valued, safe from harm, and being part of the solutions for change.
How then do we approach a complex system framework, such as patient safety, with a program that is meaningful, sustainable, and consistently recognizable, if not marketable, to the bedside caregivers? We have found that correlation of thoughts plays a significant role in retention and recognition of information for our multicultural staff. Gigerenzer (2007) posited that the strength of recognition surpasses that of simple recall in humans. When recall memory is impaired, recognition memory often remains (Gigerenzer, 2007, p. 111).
One way to strengthen recognition and information recall is through the use of mnemonics (Bakken & Simpson, 2011). Mnemonics encode complex information in which unfamiliar information to be learned is linked with known information, pictures, or symbols (Bakken & Simpson, 2011). Visual cues and auditory reminders enhance meaningfulness of new information and promote overall strength of association between novel learning and known or familiar patterns (Mastropieri, 1988).
Back ground
Tawam hospital faced many of the same barriers to patient safety present in hospitals elsewhere. The Leadership realized that the best way to enhance patient safety is to build a Culture of Safety at the hospital and hence has been implementing the Johns Hopkins Comprehensive Unit based Safety Program (CUSP). CUSP started as a pilot project in 2008 and now being implemented in ten units. Prior to implementation the leadership decided to measure staff perception of safety using evidence based tool.
Method
The Safety Attitudes Questionnaire (SAQ) was administered to all Tawam Hospital staff in three phases understand staff perception of safety. SAQ measures culture along 7 dimensions. The survey results are graded against percentage positive responses.
Results
A comparison of the SAQ’s pre & post CUSP implementation. ICU and Pediatric Oncology had six domains in the danger zone. NNU had four domains in the danger zone.
2010 & 2011 SAQ survey, the overall hospital score on all the domain scores were in the danger zone. 20 clinical locations in 2010 and 7 clinical locations in 2011 had less than 60% scores in the primary dependent variables.
Conclusion
SAQ results were disseminated department wise in the presence of a hospital Senior Executive. The unit staff selected one or two areas of concern and developed action plans for improvement.
CUSP was rolled out in Six more units. Safety Analysis Teams have been established in the CUSP pilot units to analyze and learn from defects.
Healthcare Associated Infections (HAIs) are the fourth leading cause of death in the USA. About 1.8 million patients suffer annually from care-related infections. HAIs cause 99,000 deaths every year in the US alone, at a cost of $3.1 billion dollars in excess healthcare costs in acute care hospitals. Besides HAIs kill more people than AIDS, breast cancer and auto accidents combined.
It is estimated that 271 people died each day from healthcare-associated infections (HAIs) such as Methicillin-resistant Staphylococcus aureus (MRSA) infections. Which is equivalent to one airline crash per day.
The best way to enhance patient safety is to build a culture of safety at the hospital. The Johns Hopkins Hospital Comprehensive Unit-based Safety Program (CUSP)
Measuring “Culture of Safety” Tawam’s Experience
Discovery:
Tawam Hospital’s Executive leadership realized the need to establish a “Culture of Safety” within the organization and implemented the Johns Hopkins Medicine “Comprehensive Unit based Safety Program” (CUSP). CUSP was introduced as a pilot project in the Intensive Care Unit (ICU), Neonatal Intensive Care Unit (NNU) and Paediatric Oncology Unit (Peds Onc).
Prior to implementation the leadership decided to measure staff perception of safety using evidence based tool.
Solution:
Tawam partnered with Pascal Metrics to implement the Safety Attitude Questionnaire survey. The SAQ was administered to all Tawam Hospital staff in three phases (2008, 2010 and 2011). In 2010 the pilot CUSP units were also resurveyed to determine the status of safety culture since its introduction in 2008.
An email from the CEO was sent to the participants encouraging them to participate in the SAQ survey.
Physicians, nurses, ward-clerks; respiratory therapist, physiotherapist, dieticians etc were included in the survey.
Those who spent at least 50% of their time in the identified units were only included to participate in the survey.
Survey was administered during departmental meetings to increase response rate.
Conducted separate sessions of physicians.
Staff dropped the completed surveys in an envelope.
82% of staff in the patient care areas of the whole hospital participated in the overall 3 phases of SAQ Survey.
The three CUSP pilot units were re-surveyed in 2010.
Anonymity, privacy and confidentiality were maintained from the beginning till the end.
Outcome:
The survey results were graded against percentage positive responses. Responses that were less than 60% mark were graded in the danger zone and anything above the 80% mark were graded in the goal zone. Teamwork climate and Safety climate scale scores are considered to be primary dependent variables, because they are important in preventing patient harm.
The overall hospital score on all the domain scores were in the danger zone, less than 60%. 20 clinical locations in 2010 and 7 clinical locations in 2011 had less than 60% scores in the primary dependent variables.
The SAQ results were disseminated department wise in the presence of a hospital Senior Executive. Every department did an action plan using the SAQ de-briefer tool. The hospital administrators to bring about the change played a facilitators role and helped the departments to come up with their actionable plans.
The hospital leadership in their pursuit to continuing the culture of safety journey, identified six more units for CUSP implementation based on the Phase 2 SAQ scores of 2010. Accordingly the Medical 1, Medical 2, Surgical 1, Surgical 2, Day Case and OBGYN Units were identified for the CUSP roll out. Senior Executive leaders were assigned to each of these new CUSP units to ensure leadership commi
Basavarajeeyam is an important text for ayurvedic physician belonging to andhra pradehs. It is a popular compendium in various parts of our country as well as in andhra pradesh. The content of the text was presented in sanskrit and telugu language (Bilingual). One of the most famous book in ayurvedic pharmaceutics and therapeutics. This book contains 25 chapters called as prakaranas. Many rasaoushadis were explained, pioneer of dhatu druti, nadi pareeksha, mutra pareeksha etc. Belongs to the period of 15-16 century. New diseases like upadamsha, phiranga rogas are explained.
Adv. biopharm. APPLICATION OF PHARMACOKINETICS : TARGETED DRUG DELIVERY SYSTEMSAkankshaAshtankar
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TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
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This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
micro teaching on communication m.sc nursing.pdfAnurag Sharma
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NVBDCP.pptx Nation vector borne disease control programSapna Thakur
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ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
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Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
Basavarajeeyam is a Sreshta Sangraha grantha (Compiled book ), written by Neelkanta kotturu Basavaraja Virachita. It contains 25 Prakaranas, First 24 Chapters related to Rogas& 25th to Rasadravyas.
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
Putting a smile on the culture of safety frame work
1. SAFETY CULTURE
Krishnan Sankaranarayanan and Dr Steven A Matarelli, Tawam Hospital
SUPPORTING CARER'S ROLE
IN PATIENT SAFETY
Putting a smile on the culture of safety framework
In a multicultural and multilingual hospital, language
can be a barrier to effective staff training. Krishnan
Sankaranarayanan and Dr Steven Matarelli utilise
the strength of recognition memory to overcome
learning obstacles through the use of a familiar
emoticon, the smile.
Most frameworks involving a culture of safety place patients
at the centre of the care delivery model1. When considering
health policies, Ostrom stated that frameworks are designed
to organise inquiry through identification of elements and
potential relationships, but are not intended to specifically
test, explain, or predict the behavioural outcomes or strengths
of association that a theory would test2.
In the healthcare setting patients occupy the centre
prominence of our safety efforts, but we suggest that care
providers play an equally important role in optimising patient
safety. Furthermore, extrinsic factors such as government
agencies are, at times, excluded from these discussions.
Some frameworks are structurally complex, making it difficult
for end users to retain, remember, and apply concepts
consistently in practise.
Although the culture of safety is a serious business3, it does
not have to be implemented with a grim face. Joy and spirit
of care giving are also linked to patient safety. Joy comes from
witnessing successful patient outcomes and seeing a patient
and family experience their healing journey4. Leape offers
that joy and meaning will be created when the care providers
feel valued, safe from harm and are part of the solution
for change5.
“although the culture of safety
is a serious business3, it does
not have to be implemented with
a grim face”
How, then, do we approach a complex system framework,
such as patient safety, with a programme that is meaningful,
sustainable, and consistently recognisable - if not marketable to the bedside care givers? We have found that the correlation
of thoughts plays a significant role in the retention and
recognition of information for our multicultural staff. Gigerenzer
posited that the strength of recognition surpasses that of
simple recall in humans – when recall is impaired, recognition
often remains6.
October 2013
28
One way to strengthen recognition and information recall is
through the use of mnemonics7. Mnemonics encode complex
information, in which unfamiliar material to be learned is linked
with known information, pictures or symbols7. Visual cues and
auditory reminders enhance meaningfulness of new
information and promote overall strength of association
between novel learning and known or familiar patterns8.
Healthcare settings are ideal training grounds for the use of
mnemonic learning strategies, particularly when faced with
novel information or step dependent procedures. Mnemonics
such as SBAR, SHARQ, I PASS THE BATON and the 5 Rs
have become ubiquitous in patient safety programmes and
staff education throughout healthcare, as one type of aid to
break communication barriers between various patient care
team members9.
“in our multilingual Middle Eastern
setting, we needed something
with the power of recognition over
recall to help drive the message
of our patient safety programme”
In our multicultural and multilingual Middle Eastern setting,
we needed something less complex and more in line with
the power of recognition over recall to help drive the message
of our patient safety programme. The SMILE culture of safety
framework was created with this purpose in mind.
The use of emoticons to convey information saturates our
wired world. One of the more popular emoticons is the smile.
The smile is ubiquitous throughout computer generated
communication such as emails, texts and social networking
applications. Could we parlay its popularity in our patient
safety efforts? We surmised that a healthcare provider, who
is trained in the SMILE culture of safety model, would more
easily recognise our culture of safety framework when this
emoticon was used as a part of their daily communicating
life. Here, we hope, is where the correlation of thought comes
to fruition with information retention and recognition in our
multicultural staff.
Through our programme implementation and staff evaluations
using instruments that assess cultures of safety, such as the
Pascal Metrics’ Safety Attitude Questionnaire (SAQ), the
Agency for Healthcare Research and Quality’s Hospital Survey
on Patient Safety Culture (HSOPS), and through deep, unit
based conversations over the past five years, we have derived
certain domains that we feel are inextricably linked to our
programme’s understanding and implementation success.
2. SAFETY CULTURE
External constructs
As explained earlier, the key external constructs of the
SMILE culture of safety framework are health policy
decisions, regulators and healthcare leaders, based on
a solid foundation of commitment and engagement.
These external constructs balance and provide supporting
boundaries to the SMILE framework.
Health policy decisions, regulators and
healthcare leaders
These domains were aligned to fit the SMILE conceptual
framework as follows:
S - Systems and support
M - Morale and motivation
I - Information and open communication
L - Leadership and commitment
E - Empowerment and engagement
In examining the role of state legislatures in regulating patient
safety, it was found that legislation serves an important
function in health policy creation, as it is an intermediate step
to bringing the patient’s perspective to the table10. Hospitals
and hospital leaders alone cannot establish a culture of safety;
they are governed by health policy decisions and regulators
as extrinsic factors. As such, health policy decisions and
regulators play an important role in driving the culture of safety
in hospitals.
Devers, Pham, and Liu described three general mechanisms
for stimulating hospital staff to reduce medical errors:
professionalism, regulation and market forces11. Organisational
participation in quasi-regulatory organisations such as the
Joint Commission (formerly the Joint Commission on
Accreditation of Healthcare Organizations) was found to be
the primary driver for hospitals’ patient safety initiatives11.
29
October 2013
3. SAFETY CULTURE
Government agencies must participate to create atmospheres
and environments that foster the implementation of safety
culture in hospitals – punitive approaches to patient safety have
done little to contribute to a safer environment12. Health policy
decisions must be created in the spirit of patient safety and
regulators must pledge commitment to the cause of a culture
of safety. Healthcare leaders must exhibit their commitment by
engaging themselves in practise and being active participants
where health or organisational policies are created.
Commitment and engagement
When medical errors occur, patients may be harmed and
qualified healthcare providers may seek new positions
or leave the organisation prematurely, rather than face the
consequences often associated with errors13. Leadership
commitment and engagement are critical success factors
that drive a culture of safety. Our experience illustrates that
we can achieve great improvements in clinical and operational
outcomes if our leadership becomes a strong advocate of
patient safety, and if our commitment and engagement is
evident throughout the organisation.
One way healthcare leaders may showcase their commitment
and engagement is by conducting walkarounds in patient
care areas in order to engage, first hand, with frontline staff,
thereby providing a workplace forum to discuss their safety
concerns14. Use of open forums and open door policies
in order to listen to staff concerns are other effective tools.
While these are not unique behaviours to other leadership
engagement models, at the time of implementation they were
unique behaviours for our organisation. Regular walkarounds
have become a trusted forum in which staff can speak up.
Further, we found the importance in leadership commitment
and staff engagement through demonstrated safety awareness
throughout the organisation, in areas such as intimidating and
disruptive behaviours as a complementary path to patient
safety. Commitment and engagement are manifested by
creating a code of conduct and procedures to establish zero
tolerance for disruptive behaviours. We empower staff to
speak up and voice their concerns.
“if leadership fails to challenge
unsafe behaviours, then it means
we have inadvertently reinforced
the notion that such behaviours
are acceptable ”
We found that if leadership fails to challenge unsafe
behaviours, then it means we have inadvertently reinforced the
notion that such behaviours are acceptable in our healthcare
setting. Leadership's decisions and actions must match its
words – congruence of words and actions is one of the
external constructs we used to create a shared vision of the
importance of safety within our organisation.
Internal constructs
As detailed right, the key internal constructs are the patient
and the care providers, respect, information and care for the
patient, and systems, empowerment and support for the care
providers. These internal constructs are a lens best viewed
through the patient’s eyes, thus their strategic placement in
the SMILE image.
October 2013
30
Patient
Edgman-Levitan and Cleary asked patients what was
important to them and what affected them, either positively
or negatively, concerning their hospitalisation. Collectively,
patients indicated that coordination of care, information,
communication, and respect for patients’ values formed
important dimensions of viewing a hospital as ‘safe’15.
“while very new in our culture,
open disclosure is gaining
strength as an effective part of our
patient safety programme”
Respect, information and care are three primary expectations
we found in our patients, operationally defined as:
1. Respect - Patients treated with respect, being treated
equally without any discrimination of nationality or religion,
and care providers being courteous to patients. Respect
is further refined as understanding the feelings and needs
of the patient, and care providers respecting the patient’s
values and beliefs even if different from their own.
2. Information - Care providers communicating with patients
clearly and in an easily understandable manner, using
layman’s language and avoiding excessive use of medical
terms. Information provided in the patient’s native language
is preferred. Information is further refined as telling patients
about their actual conditions and giving them appropriate
hope and support where needed. While very new in our
culture, open disclosure is gaining strength as an effective
part of our patient safety programme.
3. Care - Patients having unrestricted access to care that is
needed to treat their illness.
Care provider
Organisational leaders have long realised that engaged
employees are linked to providing good patient care services16.
There is growing evidence that supports connections between
employee engagement and patient loyalty. Concepts such as
loved ones taking care of loved ones, and caring for those
who care for the patients are emerging trends in the healthcare
industry and should be incorporated into patient safety
programme planning.17
“organisational leaders have long
realised that engaged employees
are linked to providing good
patient care services”
Patient safety is accurately defined as a systems' issue in
which the care provider is one aspect of a highly complex
structure. As such, interventions to improve patient safety
should be made at the system level and through a systems'
lens, in addition to individual care giver education and
commitment. Individuals in an organisation must feel
empowered to report errors.
Organisations’ leaders must implement ways to discover errors
and learn from defects, by employing process improvements
that passively and actively create opportunities for
4. SAFETY CULTURE
sustainable error reduction. Part of the solution is to ensure that
providers have the proper tools to address system issues18.
Systems, empowerment and support are three primary
expectations we found in our organisation, operationally
defined as:
1. Systems - Human beings are fallible and care providers are
at the sharp end of error19. It becomes the binding duty of
the regulators and healthcare leaders to create systems that
make it both easy for care providers to do the right thing,
and which make it difficult for them to do the wrong thing.
This can be accomplished by creating forced functions in
many healthcare delivery processes20.
2. Empowerment - Creating opportunity for providers to speak
up when things go wrong. There must be zero tolerance to
bullying and disruptive behaviours, while making providers
accountable and involving them as process owners for
employee engagement21. We have adopted a fair and just
culture22, where care providers are responsible for their
professional conduct. We embrace the fact that systems’
issues lead good healthcare professionals to make
unwanted errors.
3. Support - Regulators and hospital leaders supporting care
providers when they become a second victim due to an
error23. We offer affected staff a fair and just investigation
as principles of natural justice24, and we do not dismiss
employees due to errors linked to systems’ issues. We do
hold staff accountable for their professional conduct. Finally,
staff must be given tools and training to do their work
effectively and efficiently in a culture of safety.
Conclusion
The culture of safety is a serious business and current
frameworks are structurally complex, making it difficult
for bedside care givers to remember and apply in practise.
The SMILE framework provides an opportunity for users
to understand and replicate the various components that
influence organisational factors for patient safety. By putting
a smile on the face of patient safety we are able to tap
into a contemporary cultural movement strengthened by
remembrance, rather than information recall alone.
While patients are clearly the centre focus in healthcare
delivery, we submit that care providers themselves hold equal
prominence in the patient safety movement. Care providers
play an important role in delivering safer care, but this requires
October 2013
32
5. SAFETY CULTURE
a right and a safe environment in which to practise. Delivering
safer care is linked to external and internal constructs that
influence and drive a new philosophy. Throughout this article
we have portrayed those constructs we found most
meaningful along our journey.
Acknowledgements
The authors wish to thank Mamoon Abu Haltem,
Carole L Hemmelgarn and Theresa A Morris for contributing
their views in designing the framework, and Bachar Mamich
for his computer skills in bringing the SMILE framework to life.
16. Buckingham M, Coffman C, 1999. First, break all the rules.
What the world’s greatest managers do differently. New York,
NY: Simon & Schuster.
17. Foley M, 2004. Caring for those who care: A tribute to nurses
and their safety. Online Journal of Issues in Nursing, 9(3).
18. Johnson J, Horowitz S, Miller S, 2008. Systems-based practice:
Improving the safety and quality of patient care by recognizing and
improving the systems in which we work. Agency for Healthcare
Research and Quality, Retrieved: www.ahrq.gov/professionals/qualitypatient-safety/patient-safety-resources/resources/advances-in-patientsafety-2/vol2/Advances-Johnson_90.pdf
19. Deskin WC, Hoye RE, 2004. Another look at medical error. Journal
of Surgical. Oncology, 88, 122–129. DOI: 10.1002/jso.20122.
20. Institute of Medicine. Committee on Healthcare in America. (2000).
To err is human: Building a safer health system. Kohn LT, Corrigan JM,
Donaldson MS (Eds.), Washington, DC: National Academy Press.
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and magnet hospital characteristics: Making the link. Journal of Nursing
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Authors
8. Mastropieri MM, 1988. Using the keyword method. Teaching Exceptional
Children, 20(2), 4-8.
Krishnan Sankaranarayanan is the senior safety
officer at Tawam Hospital. He holds a Master of
Science degree in patient safety leadership from
the University of Illinois-Chicago, as well as a
master of business administration degree from
Annamalai University. Krishnan is a Certified
Professional in Healthcare Quality (CPHQ) and a founding
member of the patient safety team at Tawam Hospital.
9. Yeh J, DeName K, 2009. Patient handoffs in obstetrics and gynecology:
A vital link in patient safety. Clinical Medicine: Women's Health, 2, 17-27.
E: ksankara@tawamhospital.ae
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Through-Eyes-of-the-Workforce_online.pdf
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for patients: Leadership/board engagement. Retrieved:
www.nmhanet.org/quality/nm-hospital-engagement-network-hen/
Leadership.pdf
Dr Steven A Matarelli works for Johns Hopkins
Medicine International and serves as the chief
operating officer for Tawam Hospital. He holds a
dual master’s degree in medical surgical nursing
and nursing administration and a PhD in public
health. Dr Matarelli is a founding patient safety
team executive at Tawam Hospital.
14. Graham S, Brookey J, Steadman C, 2005. Patient safety executive
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33
October 2013