Leadership Guide to Patient Safety

"I know not to hurt me." Elizabeth (8 years old) lost her waist due to cancer recurrence (R. Gibson, "The Silent Wall").

"Our system is so complicated that so many people can not complete the task in 100% of the time. As a leader we are responsible for building a system that supports safety practices Former Executive Vice President and Chief Operating Officer of the Institute

These numbers are now widely known: 44,000 to 98,000 Americans die every year due to medical errors. Since these amazing figures were announced by the Institute of Medical Research (IOM) in 1999, many innovative and innovative research has been done to reduce and eliminate harmful medical events. Damage In this article I will explain the experience of deciding to prioritize patient safety and quality as a strategic requirement within the organization. It explains what you can do to make the dramatic changes necessary to keep your patient from harming the trusted care system.

Leadership is an important element for the success of the patient safety program and can not be transferred. Only senior leaders are able to effectively guide the activities of their healthcare organizations to develop the culture and commitment necessary to cope with possible malpractice and systemic causes of patient injury . For the purposes of this article, senior leaders are defined as CEO and senior managers, senior clinical leaders, and officials reporting to them. The unique role of leadership is to build value systems within the organization and set strategic goals of activities to execute, coordinate efforts within the organization to achieve these goals, create effective systems, It is to provide resources for dissemination and sustainability. Improved barriers; and compliance with known practices to promote patient safety are required. If leaders begin to change responses to mistakes and failures and ask what happened instead of making mistakes, the culture in the medical facility will also begin to change.

There are wide-ranging ideas that medical institutions have serious medical errors or dangers, but many leaders believe that "this is unlikely to happen here." Organizational leaders are encouraged to look for stories about patient injuries. It is already happening in your own organization to understand how the damage occurred and use these stories to promote improvements. This is a patient's story: 2

Nurses' strong leadership is necessary for workplace culture that emphasizes patient safety. This will alert and support the decision making process on patient outcomes by employees. Giving power to nurses with the resources needed in the workplace means to provide patients with all opportunities to improve and develop. When a nurse is working on the bedside of a patient, its communication and care is important to the patient's response to the treatment process. As a leader in healthcare management, the nurse can use her patient experience in her field to determine the best way to delegate resources, and the patient can do everything to ensure that the patient gets good results will do so.

Leadership is the key to creating a patient safety culture and effective leadership is an essential prerequisite for maintaining a patient safety culture. Leaders can change culture and change them through their language and behavior by influencing others to see the reality (Carillo, 2010). Without the commitment of leadership of the board of directors, senior leaders, doctors, nursing leaders and "anxiety of the present" (concept introduced in 1992 by Schein), we can not sustain improvements in the organization's performance and security. In short, there is no sustainable security culture. Ginsburg, Chuang, Berta et al. (2010) emphasizes that we believe that formal leadership and informal leadership are both necessary to form and maintain an organization's safety culture. Likewise, leadership is important not only for security but also for organizational improvement.