ASSESS THE HEALTH ORGANIZATION IN WHICH YOU WORK OR ONE WITH WHICH YOU ARE FAMILIAR, AND DESCRIBE HOW STAFFING AND SCHEDULING PROCESSES IN PARTICULAR MAKE YOUR ORGANIZATION A HIGH-RELIABILITY ORGANIZATION. THEN, EVALUATE ANY AREAS THAT MAY NEED IMPROVEMENT, AND RECOMMEND STEPS FOR IMPROVEMENT.
Since the mid-twentieth century, much patient care delivery has moved from the inpatient setting to the ambulatory clinic. Because this trend is likely to continue, matching clinic capacity to patient demand becomes a critical operating skill.
—Daniel B. McLaughlin and John R. Olson
Becoming and sustaining the ability to be a highly reliable organization has developed into a critical focus for not only patient care, but also regulatory agencies and managed care organizations. Depending on an organization’s state of readiness, meeting the criteria for high reliability can be a challenging transition.
To prepare for this Discussion:
Read Chapter 12 of the course text and this week’s Learning Resources, then reflect on how your health care organization, or a health care organization with which you are familiar, meets the criteria for high reliability. If you are currently working in a health care organization, what has been your experience in preparing for this transition to become a highly reliable organization?
Post a cohesive response to the following:
Assess the health organization in which you work or one with which you are familiar, and describe how staffing and scheduling processes in particular make your organization a high-reliability organization. Then, evaluate any areas that may need improvement, and recommend steps for improvement.
In your evaluation and recommendation, consider the requirements and standards in becoming a highly reliable organization. Do these standards hinder or improve the quality of care? Justify your rationale.