Reply to question on post below and have resources within the last 5 years only.
In this post, you have articulated the basis of high-reliability principles in supporting safety and quality across different areas of care delivery. This is good work given that the foundation is well established. Furthermore, the significance of high-reliability principles in patient safety and overall care delivery outcomes are well-founded. The articles discuss the integration of high-reliability principles in care practices to promote positive organizational culture change, improve nurse-led patient outcomes, evidence-based practices, and the standardization of clinical processes. In other words, the colleague captures three domains that emanate from high-reliability principles including organizational culture, leadership, and process improvement. These are well discussed based on promoting a culture of safety including fostering trust and transparency in which employees are motivated to report unsafe events (Etchegaray et al., 2019). In this role, leaders are critical as they strive to motivate employees.
Furthermore, leadership is argued to facilitate the attainment of high-reliability principles through practices such as change management training programs and other supportive resources to facilitate and realize zero harm. On the other hand, process improvement is discussed as a critical process of identifying the fundamental causes of challenges in healthcare while determining effective solutions. The complex nature of healthcare ensures the persistence of healthcare safety challenges highlighting the need for process improvement and change management to address safety issues. One way to support this is through combining Lean and Six Sigma methodologies as a pragmatic approach to foster process improvement (Karalis & Barbery, 2018). While high-reliability principles are essential for healthcare organizations, units exhibit different levels of performance.
The question I would like to ask is: How can the differences between high and low-performing units be addressed to ensure overall healthcare safety?
Etchegaray, J. M., Thomas, E. J., & Profit, J. (2019). Preoccupation with failure and adherence to shared baselines: Measuring high-reliability organizational culture. Journal of patient safety and risk management, 24(4), 147-152. https://doi.org/10.1177%2F2516043519838185
Karalis, E., & Barbery, G. (2018). The common barriers and facilitators for a healthcare organization becoming a high reliability organization. Asia Pacific Journal of Health Management, 13(3), 1-13. https://doi.org/10.24083/apjhm.v13i3.119
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