Is your hospital a member of multiple PSOs with each focusing on a different aspect of quality improvement? If yes, how is your hospital using those programs to learn and change behavior moving forward? If no, is joining multiple PSOs something your hospital should consider and research? Join us next month as we do a series re-cap!
. Everyone from the top down should be able to recite your company’s mission statement from memory. Managers, supervisors and leaders should talk about the bullet points in the statement in casual conversation. If top management eats, drinks and breathes the mission statement, everyone else will too. If management ignores your mission statement, so will everyone else
People can be passively annoying as in the case of a seat snatcher. Active annoyance is even more disturbing. Think of the last time that you were in a restaurant and had a loud, boisterous and annoying individual near you. Did it not hinder your enjoyment of the meal and your companions? Were you “That Guy?”
Recent conversations with a friend brought back memories of an article I wrote a very long time ago. I decided to revisit the article because it might have relevance in today’s acquisition-rich environment.
The National Center for Biotechnology recently updated the informational page on medical error and reduction, and the extent of the challenge faced by the health care industry is daunting. Did you know medical errors result in 100,000 people dying each year and cost upward of $20 billion dollars a year? Missed diagnoses play a big role in these numbers. According to The Joint Commission, diagnostic errors lead to injury or death for 40,000 to 80,000 patients a year.
People often get promoted into supervisory positions and receive very little practical training to be effective in the role. That was a huge motivator for my writing “Creating Passion-Driven Teams.” Identify someone who thinks he or she has “arrived” and has no need to learn more, and I’ll point out someone who’s on the road to stagnation.
We are at the beginning of the transformation for medical imaging artificial intelligence (MIAI). Currently, less than 30 percent of U.S. health care providers are using it. I am concerned about training the staff to support this new innovation. Will the current PACS administrators be tasked with the support and care of MIAI?
It is not unusual for jobs in health care to bring one challenge after another. You never know what to expect. It is what keeps me interested and never bored. I know that I learn something new every day because some crazy situation comes up that we have not had happen before. We may need to create a new workflow or find a different way to achieve the same results.
It’s our annual employee engagement time! As I discuss this topic with senior leaders and we prepare for the engagement survey, I reflected on my efforts within the last year with my management and front-line team. I have some insightful thoughts about engagement to share in this month’s column.
Health care has long struggled with detecting and addressing medical errors. It’s been more than 20 years since the groundbreaking U.S. Institute of Medicine’s piece To Err is Human and, as an industry, we’re far from achieving zero errors.
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