Competency 5. Work in interprofessional teams to enhance patient safety and improve patient care quality

2014 ◽  
Vol 14 (2) ◽  
pp. S76-S77 ◽  
Author(s):  
Robert Englander
2016 ◽  
Vol 16 (Suppl 3) ◽  
pp. s33-s33
Author(s):  
Michael Apps ◽  
Jan Minter ◽  
James Whitfield ◽  
Sue Field ◽  
Ronni Pearce ◽  
...  

1983 ◽  
Vol 61 (4) ◽  
pp. 15-16
Author(s):  
Peggy DeGasparis ◽  
Kathleen A. Magill ◽  
Tony Milone

2020 ◽  
pp. 089686082093529 ◽  
Author(s):  
Jin Chen ◽  
Lijuan Yin ◽  
Xiuling Chen ◽  
Hui Gao ◽  
Qin Zhou ◽  
...  

The outbreak of coronavirus disease 2019 (COVID-19) is becoming a severe challenge to China and the whole world. By now, there is no report about medical support to peritoneal dialysis (PD) patient during COVID-19 pandemic. In this essay, we summed up our safety measures on how to protect PD patients and our staffs, and our experience on how to ensure the dialysis treatment of PD patients during the pandemic period. Using of telehealth has potential to improve patient care quality. As a result, by applying all the actions and efforts above, most of patients got enough medical support. According to the patient survey, 11 patients (3.3% of the total) reduced their treatment of dialysis exchange due to the shortage of PD solution or the affection of the pandemic. None of the PD patient and staff reported COVID-19. We successfully prevented COVID-19 transmission and ensured medical safety in our PD patients during the crisis.


2012 ◽  
Vol 27 (2) ◽  
pp. 156-177 ◽  
Author(s):  
Randy V Bradley ◽  
Terry Anthony Byrd ◽  
Jeannie L Pridmore ◽  
Evelyn Thrasher ◽  
Renee ME Pratt ◽  
...  

Intense pressure to control costs and improve patient care quality is driving hospitals to increasingly look to information technology (IT) for solutions. As IT investment and IT capability have grown in hospitals, the need to manage IT resources aggressively has also increased. The rise in complexity and sophistication of the IT capability in hospitals has also increased the importance of IT governance in these organizations. Yet, there is limited empirical data about the antecedents and consequences of IT governance. We draw upon extant literature related to power and politics and capability management to propose, operationalize, and empirically examine a nomological model that explains and predicts IT governance and its ensuing impact on risk management and IT contribution to hospital performance. We empirically tests our hypotheses based on survey data gathered from 164 CIOs of US hospitals. The results have implications for hospitals’ readiness and predisposition for IT governance, as their structural and relational mechanisms can affect IT governance and, indirectly, IT value creation. A contribution of this study is that it is one of the first to empirically examine antecedents to IT governance and its impact on IT performance in a high-velocity environment that is riddled with technological turbulence.


2013 ◽  
Vol 5 (1) ◽  
pp. 19-24 ◽  
Author(s):  
Peter D. Fabricant ◽  
Christopher J. Dy ◽  
David M. Dare ◽  
Mathias P. Bostrom

Abstract Background Resident duty hour limits have been a point of debate among educators, administrators, and policymakers alike since the Libby Zion case in 1984. Advocates for duty hour limits in the surgical subspecialties cite improvements in patient safety, whereas opponents claim that limiting resident duty hours jeopardizes resident education and preparedness for independent surgical practice. Methods Using orthopaedic surgery as an example, we describe the historical context of the implementation of the duty hour standards, provide a review of the literature presenting data that both supports and refutes continued restrictions, and outline suggestions for policy going forward that prioritize patient safety while maintaining an enhanced environment for resident education. Results Although patient safety markers have improved in some studies since the implementation of duty hour limits, it is unclear whether this is due to changes in residency training or external factors. The literature is mixed regarding academic performance and trainee readiness during and after residency. Conclusion Although excessive duty hours and resident fatigue may have historically contributed to errors in the delivery of patient care, those are certainly not the only concerns. An overall “culture of safety,” which includes pinpointing systematic improvements, identifying potential sources of error, raising performance standards and safety expectations, and implementing multiple layers of protection against medical errors, can continue to augment safety barriers and improve patient care. This can be achieved within a more flexible educational environment that protects resident education and ensures optimal training for the next generation of physicians and surgeons.


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