HA255 Unit 5 Assignment
Unit 5 Quality Care and Safety
Kaplan University
HA255: Human Resources for Health Care Organizations
Prof: Patricia Giddens
What would you do when implementing a CQI process to reduce medical errors?
A successful CQI program will guide the way for improvement of organizational processes; create a structured problem-solving process, incorporate the use of interdisciplinary team’s methodology, create employee empowerment and most importantly focus all efforts and outcomes on the patient or customer (Hernandez, S. R., & Connor, S. J., 2010). The CQI (continuous quality improvement) system implemented by the senior management and total quality management experts had none of these essential pieces. Due to the punitive nature of the system it did help change the problem of poor quality of care. The staff became afraid to report medical errors because the system could determine their salary increases, hinder their promotion opportunities and ultimately lead to termination. I also believe they relied on the CQI system as there soul source of information. Seeing no errors reported through the system, they assumed the problem was fixed. This leads me to believe there was also a lack of chart auditing to assure there was strong clinical outcomes in the facility. The ultimate aim of collecting and analyzing medical error data is to implement change that results in safer care (Henriksen, Battle, Marks, & Lewin, 2005). In 1999 President Clinton asked the Quality Interagency Coordination Task Force to analyze the problem of medical errors and patient safety, and make recommendations for improvement (Doing What Counts for Patient Safety, 2014). One of the primary findings in their report was the majority of the errors are the result of systemic problems rather than poor performance by individual providers, and outlined a four-pronged approach to prevent medical mistakes and improve patient safety (Doing What Counts for Patient Safety, 2014). With that
Kaplan University
HA255: Human Resources for Health Care Organizations
Prof: Patricia Giddens
What would you do when implementing a CQI process to reduce medical errors?
A successful CQI program will guide the way for improvement of organizational processes; create a structured problem-solving process, incorporate the use of interdisciplinary team’s methodology, create employee empowerment and most importantly focus all efforts and outcomes on the patient or customer (Hernandez, S. R., & Connor, S. J., 2010). The CQI (continuous quality improvement) system implemented by the senior management and total quality management experts had none of these essential pieces. Due to the punitive nature of the system it did help change the problem of poor quality of care. The staff became afraid to report medical errors because the system could determine their salary increases, hinder their promotion opportunities and ultimately lead to termination. I also believe they relied on the CQI system as there soul source of information. Seeing no errors reported through the system, they assumed the problem was fixed. This leads me to believe there was also a lack of chart auditing to assure there was strong clinical outcomes in the facility. The ultimate aim of collecting and analyzing medical error data is to implement change that results in safer care (Henriksen, Battle, Marks, & Lewin, 2005). In 1999 President Clinton asked the Quality Interagency Coordination Task Force to analyze the problem of medical errors and patient safety, and make recommendations for improvement (Doing What Counts for Patient Safety, 2014). One of the primary findings in their report was the majority of the errors are the result of systemic problems rather than poor performance by individual providers, and outlined a four-pronged approach to prevent medical mistakes and improve patient safety (Doing What Counts for Patient Safety, 2014). With that