Taking the Lead in Patient Safety How

Written by industry professionals: a workplace safety specialist in conjunction with a practicing physician and medical manager. Provides recommendations for assessing hospital safety practices as well as specific suggestions for behavioural interventions. Brings a systematic approach to healthcare safety, identifying common problems through illustrative case studies and offering solutions. Offers several different perspectives including patient safety, doctor safety, and administrator safety.

Thomas R. Krause, Ph.D., is chairman and cofounder of Behavioral Science Technology, Inc. (BST), a global safety consulting and solutions firm. He is the author of four books, including Leading with Safety, and has written more than 50 articles on safety systems, culture, and leadership. Dr. Krause, who serves on the editorial board of the Journal of Behavior Analysis in Health, Sports, Fitness and Medicine, is a member of the American Society of Safety Engineers and the American Psychological Association.

John H. Hidley, M.D., cofounder of BST, is board certified in neurology and psychiatry. Dr. Hidley, who practiced in the U.S. Air Force and privately, publishes frequently on safety and leadership issues. He has contributed to The Behavior-Based Safety Process, Current Issues in Behavior-Based Safety, and Leading with Safety.

Foreword	p. ix
Acknowledgments	p. xi
Introduction	p. 1
Think leadership	p. 4
Think systems	p. 5
Think strategy	p. 6
Think culture	p. 6
Think behavior	p. 7
About this book	p. 8
What Determines Patient Safety?	p. 9
Why make safety happen?	p. 14
What stands in the way of improved healthcare safety?	p. 16
Whose job is it to take the lead?	p. 29
Blueprint for Healthcare Safety Excellence	p. 31
The working interface: Where exposure to hazard can occur	p. 35
Healthcare safety-enabling elements	p. 44
Organizational sustaining systems	p. 45
Organizational culture	p. 48
The charge of the safety leader	p. 51
Nine Dimensions of Organizational Culture	p. 61
Measuring culture with the Organizational Culture Diagnostic Instrument	p. 63
Organizational dimensions: The four pillars of culture	p. 72
Team dimensions	p. 78
Safety-specific dimensions	p. 80
Why do some organizations change more readily than others?	p. 85
Qualities of a Great Safety Leader	p. 89
The Safety Leadership Model	p. 92
Measuring leadership with the Leadership Diagnostic Instrument (LDI)	p. 95
Personal safety ethic	p. 98
Leadership style	p. 112
Leadership Best Practices	p. 119
Vision	p. 124
Credibility	p. 126
Action orientation	p. 127
Collaboration	p. 128
Communication	p. 129
Recognition and feedback	p. 130
Accountability	p. 131
Measuring leadership best practices with the LDI	p. 133
Changing Behavior with Applied Behavior Analysis	p. 135
What is behavior change?	p. 137
Antecedents, behaviors, and consequences	p. 139
ABC analysis	p. 141
Putting the tools to work in your organization	p. 146
Protecting Your Decision Making from Cognitive Bias	p. 149
Tragedy on Mount Everest	p. 151
Cognitive bias and healthcare safety	p. 153
Biases of data selection	p. 155
Biases of data use	p. 162
Case study: Cognitive bias in manufacturing	p. 169
Putting your knowledge to work	p. 172
Designing Your Safety Improvement Intervention	p. 177
The Leading with Safety process	p. 180
The Patient Safety Academy	p. 182
Gain leadership alignment on patient safety as a strategic priority	p. 183
Develop a patient safety vision	p. 191
Perform a current state analysis	p. 200
Develop a high-level intervention plan for phase II	p. 204
Launching Culture Change for Patient and Employee Safety	p. 209
Achieving safety throughout the organization	p. 210
Engage the organization in the Leading with Safety process	p. 212
Realign systems, both enabling and sustaining	p. 216
Establish a system for behavior observation, feedback, and problem solving	p. 222
Sustain the Leading with Safety process for continual improvement	p. 224
Case history: Exemplar HealthNet	p. 225
Leadership Coaching	p. 234
NASA After Columbia: Lessons for Healthcare	p. 239
NASA's approach to culture and climate transformation	p. 243
Assessing NASA's existing culture and climate	p. 245
BST's NASA intervention	p. 250
Results at NASA	p. 257
Lessons for healthcare	p. 265
Bibliography	p. 271
Index	p. 279
Table of Contents provided by Ingram. All Rights Reserved.

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Taking the Lead in Patient Safety How Healthcare Leaders Influence Behavior and Create Culture

Summary

Author Biography

Table of Contents

Supplemental Materials