High Reliability Organizations (HROs) achieve such a status through persistent and detailed efforts to improve outcomes, even seeking “perfect reliability.” But, how do you get there from where you are?
Chassin and Loeb, writing about healthcare, have summarized the requirements into three broad domains: leadership, process, and culture. The approach these authors describe is intended to help hospitals and other healthcare organizations adopt HRO principles and performance, but it applies equally well to other types of organizations. All complex organizations seeking to improve outcome quality and reliability will have to scrutinize the same domains and begin to install changes. … Continue reading
Doctors, nurses, and other healthcare professionals go into the caregiving role for many reasons, but most reasons center on helping people. Unfortunately, by putting themselves in this role they also face the risks of violence.
Research published by Dr. James Phillips in the New England Journal of Medicine in April 2016 found “health care violence is an underreported, ubiquitous, and persistent problem that has been tolerated and largely ignored.” In his research, Dr. Phillips found:
- almost 75% of all workplace assaults between 2011 and 2013 happened in healthcare settings;
- 1% of emergency department nurses reported physical assault during the last year; and
- psychiatric aides experience workplace violence 69 times the national rate for all workplaces.
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One of the more pervasive human risks in modern organizations is fraud through “social engineering.” Social engineering fraudsters gain access to your most valuable assets by using deceitful tactics to turn trusted employees or partners into unwitting and unwilling accomplices. This occurs at a typical loss rate of $25k to $100k per incident. This stealthy crime can be very hard to detect because the accomplice is unaware of being complicit, giving the perpetrator time to escape.
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