Mid-term goals include reduced costs due to lower number of incidents and errors, an increase in patient safety efforts by implementing training and Plan-Do-Study-Act (PDSA) initiatives, and lastly to improve scoring on annual Health Care Center Reviews/ Joint Commission surveys. These mid-term goals help to keep the strategic planning in line to achieve the long-term goals and should be accomplished from six months to eight months into the plan. Lastly, the long term goals needed to accomplish organizational change in medical errors is to have overall improvement in quality of care in the areas of
CAPSTONE PROJECT: MEDICAL ERRORS 7 medication safety, falls prevention, reduction in medical errors, and patient outcomes and to also have an improvement in effective communication plans in patient care with confidence established between departments for better complete and overall care. This is the end goal and should not only be achieved and accomplished by the end of the year of plan implementation but should also be a constant goal for the organization to keep striving towards. Care that is safe, comprehensive, patient-centered, coordinated, accessible, and complies with regulation and legislation standards fights the issues of errors head on and should be at the center of organizational goals. Processes such as observation can aid administrators and management in determining where errors are occurring. “Traditional approaches to identifying and preventing the causes of errors (e.g., root-cause analysis) are often passive and emphasize individual factors. Active surveillance of frontline health care providers about systems factors that may cause errors is an innovative strategy for identifying correctable causes of errors.” (Camargo, et al., 2012). Potential Barriers The awareness of the importance of medical error prevention and the consequences on both healthcare quality and patient safety is growing and strategic planning for medical error reduction should be at the forefront of healthcare organizations. The potential barriers to the prevention of medical errors include resistance to change. When policies and procedures change in an organization, some employees may resist because they are familiar and comfortable with how they do things already and do not want to have to change. Another barrier is a lack of error reporting in health care
CAPSTONE PROJECT: MEDICAL ERRORS 8 facilities. “ We can covert threats into opportunities if we learn from our mistakes. Most often, neither healthcare providers nor healthcare organizations advise others when a medical error takes happen. Unfortunately, they do not share what they have learned when an investigation has been conducted either. Consequently, the same mistakes occur many times in different settings and patients continue to be injured by preventable errors.” (Poorolajal, Rezaie, Aghighi, 2015).
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- Spring '17
- Health care provider, Writer, Prevention of Medical Errors