by Beckers Hospital Review recently published two articles that drove powerful messages with a common theme. Imbedded in the context of “The Four Characteristics of a Strong Safety Culture”1 and “How a No-Nonsense Hospital CEO Reached the Target of Zero Infections”2, was a singular message. To create a strong patient safety culture to reduce Nosocomial Infections, leadership must ensure certain characteristics exist in their organization.
Both articles recognized that the organization’s culture is creating the conditions and behaviors that will either produce excellent results or serious adverse effect. It is the responsibility of leadership to create a culture of patient safety and then to sustain it.
THE MESSAGE WAS CLEAR
There are roadblocks along the way as described along the way by John Calderone, PHD, CEO, Olympia Medical Center.2 He took a “No Compromise” stance when there was resistance from staff. No matter how busy they were, or what station in life they had attained, Infection Control was and is an organizational priority and he was willing to do whatever was necessary to improve the quality of healthcare they were providing. His mission was to convince hospital staff that preventing potentially deadly infections was the right thing to do.
John became the champion for change that he instilled in the medical executive committee, the heads of quality, nursing and infection control. Together they devised a comprehensive patient monitoring program and a robust hand hygiene campaign. Everyone was held accountable.
The buck stops with the CEO. In order to make infection prevention an organizational priority the boss has to be the driver.
DON’T EXPECT- INSPECT
Sometimes you can’t take what’s being fed to you at face value. If you dig beneath the surface, you might find some things that need to be changed. A strong safety culture is developed and maintained with a healthy uneasiness where the norm is to “trust but verify”.
TRANSPARENCY SHOULD BE EMBRACED
Learning and continuous improvement are true values. When human errors or adverse events occur, the normal response in many organizations is to not discuss it openly. This occurs for various reasons. Sometimes it is the belief that making those involved feel uncomfortable is contrary to a non-punitive safety culture. However, the opposite is true. In an organization with a strong safety culture, these errors and events are considered valuable insights in vulnerabilities that exist and therefore they are key learning opportunities. Once problems are exposed, staff members are better able to internalize, own, and correct the situation. Educate the staff, do not hide the problem.
TEAMWORK IS A REQUIREMENT
It is well known that good teamwork helps production, but more importantly, the lack of teamwork will ultimately lead to poor communications and therefore patient safety risks. Leadership must continuously reduce these risks by reinforcing that the organization is one team that must work together and help each other be safe and successful. A true leader of change emphasizes the use of the word “we” versus “they”.
RECOGNITION IS CRITICAL TO SUCCESS
It is human nature that we want to be recognized for doing a great job. It is no different in the health care sector. To keep motivation high, recognition for a job well done will inspire continuous improvement and in turn improve the culture of safety. Recognition programs should be visible and motivating.
THE JOURNEY TO A DESTINATION
True leaders continue to provide incremental goals along the path to improved patient safety. It is important to celebrate successes but the ultimate destination is to provide a safe environment for patient care where the words “Nosocomial Infections” are a phrase of the past.
CEO’s, are you up for the challenge?
References:
1) How a No-Nonsense Hospital CEO Reached the Target of Zero Infections. John Calderone, PhD, CEO, Olympia Medical Center, Beckers Hospital Review, March 13, 2014
2) The Four characteristics of a Strong Safety Culture. Howard Bergendahl, MS, JD, CPPS. Beckers Hospital Review, April 28, 2014
