Correcting Error Reporting Systems
Correcting Error Reporting Systems
HA 255-01
April 5, 2011
2 A sophisticated continuous quality improvement process should involve the clinical employees as well as the senior medical staff. “Leading an organization refers to an individual’s ability to galvanize resources and motivate employees to work collectively to further organizational goals, which goes beyond simply controlling day-to-day operations.” (O'Connor, 2009) Continuous quality improvement cannot function properly without effective leadership and managers who have a dual role in managing staff as well being a part of the leadership of the organization as a whole. By definition, continuous quality improvement involves employee empowerment and interdisciplinary teams. By only utilizing the senior nurse manager in monthly CQI meetings, clinical staff, which are a very integral part of the overall process, were undermined in the improvement and organizational forward motion of the facility. While the managers were satisfied with the formal changes and the decrease in medical error reporting, the clinical staff was not satisfied as they were not included or informed nor did they have any input regarding the feasibility of medical error reporting. CQI has become a pivotal tool at use in health care organizations. Engaging and empowering all staff in a health care facility lends to growth both personally and organizationally within a health care system. Job performance and satisfaction in the work place environment are impacted positively as a result of employee’s being able to participate in the structured monthly meetings of the organization. The segregation of clinical staff and management does not lend to the prosperity of a health care facility. When implementing a CQI process to reduce medical errors, I would involve the clinical staff as well as they do have practical experience and the knowledge of what is feasible in a real life situation.
3
When
HA 255-01
April 5, 2011
2 A sophisticated continuous quality improvement process should involve the clinical employees as well as the senior medical staff. “Leading an organization refers to an individual’s ability to galvanize resources and motivate employees to work collectively to further organizational goals, which goes beyond simply controlling day-to-day operations.” (O'Connor, 2009) Continuous quality improvement cannot function properly without effective leadership and managers who have a dual role in managing staff as well being a part of the leadership of the organization as a whole. By definition, continuous quality improvement involves employee empowerment and interdisciplinary teams. By only utilizing the senior nurse manager in monthly CQI meetings, clinical staff, which are a very integral part of the overall process, were undermined in the improvement and organizational forward motion of the facility. While the managers were satisfied with the formal changes and the decrease in medical error reporting, the clinical staff was not satisfied as they were not included or informed nor did they have any input regarding the feasibility of medical error reporting. CQI has become a pivotal tool at use in health care organizations. Engaging and empowering all staff in a health care facility lends to growth both personally and organizationally within a health care system. Job performance and satisfaction in the work place environment are impacted positively as a result of employee’s being able to participate in the structured monthly meetings of the organization. The segregation of clinical staff and management does not lend to the prosperity of a health care facility. When implementing a CQI process to reduce medical errors, I would involve the clinical staff as well as they do have practical experience and the knowledge of what is feasible in a real life situation.
3
When