![]() ![]() Being resilient means staying the course-even when faced with obstacles-to continue problem solving and swiftly find solutions to move toward success and improved safety. Their involvement eliminates others acting on assumptions instead of facts.įinally, resiliency stops an organization from becoming paralyzed when a failure occurs, allowing for learning and growth. Bringing frontline personnel into performance improvement initiatives identifies them as valuable subject matter experts who are crucial to discovering critical steps or anticipated failures. When deferring to an expert, he or she isn't determined by position hierarchy or title rather, the expert is most commonly the one who's closest to the sharp end of the process. This encourages staff members to report errors and near-misses, a practice that pushes process changes in an ever-improving and adapting environment. The goal is to uncover a fault or defect before it comes to light through an event. Looking completely at the depths of defenses that are in place to prevent harm on an ongoing basis drives a continuous process improvement culture.īy being preoccupied with failure, we view everything through a questioning lens that asks, "What can go wrong here?" Employees are expected to question processes, actions, standards, and guidelines as opposed to settling for the status quo. A questioning attitude is important when you need to drill down on processes and procedures that may not seem to exhibit an apparent defect, but have the potential to cause harm. A collective state of mindfulness and mutual support elevates the organization to a true culture of safety.īeing sensitive to operations includes being transparent with data, paying attention to communication of positive and negative outcomes, and leadership rounding to influence positive results and encourage collaboration.īy not allowing a simple explanation to downplay issues or areas of potential harm, risk can be eliminated before it occurs. 1 These principles need to be second nature, hardwired into the organization for success. The five principles of highly reliable organizations-sensitivity to operations, being reluctant to simplify or normalize a problem or concern, a preoccupation with failure, deference to expertise, and resiliency-must be adopted by all members of the organization to be effective. Creating a culture of high reliability is crucial to get healthcare to the next level of patient safety. For this reason, we call them high-reliability organizations. Industries in which complex, high-risk work occurs and even a small mistake may have dire consequences develop processes to ensure an exceedingly consistent culture of safety.
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