"This succinct and focused book highlights a critically important component of the change process in healthcare leadership and outlines how leadership fosters the needed change in organizational culture." Peter Angood, MD, VP and Chief Patient Safety Officer, The Joint Commission
"Designing healthcare systems that are safe, effective, and efficient requires leaders who are both committed and prepared to lead a cultural revolution. Taking the Lead in Patient Safety provides both the rationale for, and evidence of, the need for change as well as the practical tools necessary to help patient safety leaders maximize their personal effectiveness." Ken Anderson, DO, MS, CPE, Chief Quality Officer, Evanston Northwestern Healthcare
"A must for anyone with a passion for or responsibility for patient safety. An excellent overview of patient safety with a strong connection to basic leadership principles. From an association perspective, this book can be used to develop a core curriculum for new leaders and as a refresher for tenured leaders." Linda Groah, RN, Executive Director and CEO, Association of periOperative Registered Nurses
"By implementing these principles rapidly (as in RIGHT NOW!), many more mothers and fathers will return home safely from their hospital stays to enjoy years of family events. This book includes the tools, insights, and methodologies to launch a much needed safety revolution in our healthcare organizations." Philip A. Newbold , President and CEO, Memorial Hospital & Health System
About this book.
1. What Determines Patient Safety?
Why make safety happen?
What stands in the way of improved healthcare safety?
Whose job is it to take the lead?
2. Blueprint for Healthcare Safety Excellence.
The working interface: Where exposure to hazard can occur.
Healthcare safety–enabling elements.
Organizational sustaining systems.
The charge of the safety leader.
3. Nine Dimensions of Organizational Culture.
Measuring culture with the Organizational Culture Diagnostic Instrument.
Organizational dimensions: The four pillars of culture.
Why do some organizations change more readily than others?
4. Qualities of a Great Safety Leader.
The Safety Leadership Model.
Measuring leadership with the Leadership Diagnostic Instrument (LDI).
Personal safety ethic.
5. Leadership Best Practices.
Recognition and feedback.
Measuring leadership best practices with the LDI.
6. Changing Behavior with Applied Behavior Analysis.
What is behavior change?
Antecedents, behaviors, and consequences.
Putting the tools to work in your organization.
7. Protecting Your Decision Making from Cognitive Bias.
Tragedy on Mount Everest.
Cognitive bias and healthcare safety.
Biases of data selection.
Biases of data use.
Case study: Cognitive bias in manufacturing.
Putting your cognitive bias knowledge to work.
8. Designing Your Safety Improvement Intervention.
The Leading with Safety process.
Phase I: The Patient Safety Academy.
Step 1: Gain leadership alignment on patient safety as a strategic priority.
Step 2: Develop a patient safety vision.
Step 3: Perform a current state analysis.
Step 4: Develop a high–level intervention plan for phase II.
9. Launching Culture Change for Patient and Employee Safety.
Phase II: Achieving safety throughout the organization.
Step 5: Engage the organization in the Leading with Safety process.
Step 6: Realign systems, both enabling and sustaining.
Step 7: Establish a system for behavior observation, feedback, and problem solving.
Step 8: Sustain the Leading with Safety process or continual improvement.
Case history: Exemplar HealthNet.
10. NASA After Columbia: Lessons for Healthcare.
NASA s approach to culture and climate transformation.
Assessing NASA s existing culture and climate.
BST s NASA intervention.
Results at NASA.
Lessons for healthcare.