Clinical governance, as well as better management practices, is an essential plank in the contemporary health policies stressing on patient care quality. It is vital to improving healthcare quality to achieve the following: minimize medical errors while improving quality of the outcome, supporting care to patients' needs and doing the right thing every time to satisfy clients and even management in the organization. In this paper, the research shall focus on reciprocal inhibition as a way of punishment, how and where it might be used to enhance the safety of patients, the way it can improve organizational quality to become high-reliability, and recommendations of various strategies that are instrumental for curbing problems that hinder high-reliability culture.
Reciprocal Inhibition in Improvement of Quality and Safety in Healthcare
Healthcare systems failure has majorly resulted from human imperfection, system failures among others. It is therefore advisable to, first, instill adequate training and supervise competency Elarabi & Johari (2014). Through assessments of healthcare practitioners, accuracy in testing the patient can be realized as well as knowing that patient care is the primary responsibility of every health practitioner. Again, any successful training must integrate contemporary materials and skills that are easy to understand and address organization policies, identification of patients, preparation, sample collection, safety precautions, all procedures and final documentation of results. Additionally, quality planning is also a significant approach that will provide distinct lines of responsibility and importantly address the safety of patients as well as error reduction. Finally, buying sophisticated laboratory equipment and changing the medical practitioners' paradigm will also improve the safety of patients (Bradley, 2017).
Using Reciprocal Inhibition to Improve the Culture of Quality and How to Make an Organization a High-Reliability Organization
According to Cresswell & Sheikh (2013), first, training offered to health practitioners enhances their commitment to quality improvement since the management may lay down the expectations that must be achieved after training in any project. Secondly, empowerment of medical practitioners is indispensable for them to be close and feel like part of an issue, for instance, when a doctor commits an offense; they should be corrected instead of punishment or suspension. The caregivers will eventually feel accountable to bring change by themselves and even be part of team change. Moreover, every caregiver needs training for them to have the management skill and capability of using quality improvement tools such as surgical machines among others. The regular use of advanced machines, instruments, and the latest skills will improve quality output to patients. Additionally, process focus must also be a factor, that is, all undertakings have clear execution criteria to be followed. It is, therefore, prudent for any health practitioner to follow the instruction and perform as required by the law. Lastly, recognizing the expectations of patients is crucial. It involves analysis and action on patients' feedback.
Recommended Strategies for Curbing the Challenges of Promoting a Culture of High Reliability in Healthcare Organizations
Posthuma et al. (2013) recommends that system strategy changes are required to improve Supervision, Prevent Fatigue, Minimize workload and Improve Patient Safety. It is, therefore, highly recommended that, first, the culture of safety to be a top priority. Every health practitioner should work as a team, and in case of an error, anyone needs to report without blames from other fellows. Again, the management must lay down a good communication channel so that any rising problem to reach the executive. The process will minimize rumors and discussions on the error. Next, improving handovers will minimize errors since the incoming caregivers will have a clear patient's critical data and treatment plan. However, the effective transition requires minimal interruptions, familiar terminology to both parties, ample time for interaction and briefing as required, clearly written information on the checklist, the presence of an overseer who may be a supervisor and a special place for the process. Finally, training health practitioners and reporting errors is again important as the knowledge gained will make doctors know comprehensive health information required support after that, (Rosen et al., 2018). The training may involve learning how to share responsibility and work as a team. By so doing, the target is achieved with minimum errors.
Any health organization that aspires for prosperity must enhance respect among staff members, empower caregivers, practice a high level of integrity and show good morals among leaders. All these elements, if effectively practiced, will tremendously improve service delivery to patients and other clients. To achieve the goals, the organization must be able to solve issue procedurally by identifying the cause, do a thorough analysis, keen observation and wise, independent decision making for the benefit of everyone in the organization. Additionally, improving salaries, minimizing workload, creating a good working atmosphere and motivations will also determine the organization's prosperity. Furthermore, health policy system that guides the doctors like testing policies must be improved right from pre-preanalytical to post-postanalytical phases respectively. Lastly, practicing open culture and good working relations will improve service and eventually, care given to patients.
Bradley, C. S. (2017). Regulator safety (oversight) culture: How a regulator's culture influences safety outcomes in high hazard industries (Doctoral dissertation, Fielding Graduate University).
Cresswell, K., & Sheikh, A. (2013). Organizational issues in the implementation and adoption of health information technology innovations: an interpretative review. International journal of medical informatics, 82(5), e73-e86.
Elarabi, H. M., & Johari, F. (2014). The impact of human resources management on healthcare quality. Asian journal of management sciences & education, 3(1), 13-22.
Posthuma, R. A., Campion, M. C., Masimova, M., & Campion, M. A. (2013). A high-performance work practices taxonomy: Integrating the literature and directing future research. Journal of Management, 39(5), 1184-1220.
Rosen, M. A., DiazGranados, D., Dietz, A. S., Benishek, L. E., Thompson, D., Pronovost, P. J., & Weaver, S. J. (2018). Teamwork in healthcare: Key discoveries enabling safer, high-quality care. American Psychologist, 73(4), 433.
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