Introducing the HRET Patient Safety Fellowship and Action Learning Projects

2008 ◽  
Vol 23 (5) ◽  
pp. 334-335 ◽  
Author(s):  
David Baron ◽  
Kathryn K. Leonhardt ◽  
Nancy Page
2011 ◽  
Vol 3 (1) ◽  
pp. 41-51
Author(s):  
Shelly‐Ann Whitely‐Clarke ◽  
Richard Teare

2021 ◽  
Vol 09 (08) ◽  
pp. E1188-E1195 ◽  
Author(s):  
Philip Berry ◽  
Sreelakshmi Kotha ◽  
Giovanni Tritto ◽  
Sabina DeMartino

Abstract Background and study aims Patient safety incidents (PSIs) in endoscopy, although infrequent, can lead to significant morbidity or mortality. There is no commonly agreed strategy to investigate PSIs. We describe a three-tiered approach to investigation to facilitate appropriate action, shared learning, and timely disclosure to patients as mandated in the UK health system by the Duty of Candor (DoC). Methods PSIs were identified prospectively over a 3-year, 7-month period in a large teaching hospital. Level of investigation was agreed by a group of three senior clinicians. Levels of investigation comprised: 1) rapid desktop review; 2) departmental “mini-root cause analysis” (mini-RCA, developed internally); and 3) hospital-level RCA or mortality review. Results Of 63006 procedures there were 73 reported cases of significant harm. Eleven resulted in death. Thirty PSIs were related to hepatobiliary endoscopy, 17 to lower gastrointestinal endoscopy, and 26 to upper gastrointestinal endoscopy. Hospital-level RCA was performed in six cases, mini-RCA/mortality review in 14, and 53 were examined by the endoscopy lead. Findings were presented in an endoscopy user group (EUG) meeting. There was learning in relation to informed consent, pre-procedural radiology reviews, pre-procedural treatment, escalation planning, teamwork and communication, preparation of equipment, and recognition of delayed complications. Open and honest communication with patients and relatives was facilitated. Conclusions The introduction of an endoscopy-tailored investigation tool, the mini-RCA, as part of a three-tiered approach, facilitated investigation, appropriate action, learning, and disclosure after PSIs.


2003 ◽  
Vol 22 (4) ◽  
pp. 329-344 ◽  
Author(s):  
Neal E. Thornberry

In good and bad economic times, innovation is a requisite for companies seeking to remain competitive especially in uncertain and turbulent times. Many organizations are increasingly looking to “corporate entrepreneurship” as a way of combating the lethargy and bureaucracy that often accompany size. But can mangers, who are expected to act like entrepreneurs really be trained to do so? The purpose of this study, then, was to determine whether large companies, through management education and action learning projects, could indeed turn mangers into corporate entrepreneurs. Four large organizations, that had embarked on formalized “corporate entrepreneurship” management development programs formed the basis for this field research. Results indicate that many managers can indeed be trained to act like entrepreneurs and that these actions can result in significant new value creation. However, companies who embark on corporate entrepreneurial development programs also need to be aware of the pitfalls and problems that can happen, when newly trained corporate entrepreneurs re‐enter the organization.


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