Differences in Safety Climate between Hospital Personnel and Naval Aviators

2003 ◽  
Vol 45 (2) ◽  
pp. 173-185 ◽  
Author(s):  
David M. Gaba ◽  
Sara J. Singer ◽  
Anna D. Sinaiko ◽  
Jennie D. Bowen ◽  
Anthony P. Ciavarelli
Keyword(s):  
Health Care ◽  
Safety Climate ◽  
Response Rate ◽  
High Reliability ◽  
Hospital Personnel ◽  
High Reliability Organizations ◽  
Hospital Workers ◽  
High Reliability Organization ◽  
The Status ◽  
Naval Aviators

We compared results of safety climate survey questions from health care respondents with those from naval aviation, a high-reliability organization. Separate surveys containing a subset of 23 similar questions were conducted among employees from 15 hospitals and from naval aviators from 226 squadrons. For each question a “problematic response” was defined that suggested an absence of a safety climate. Overall, the problematic response rate was 5.6% for naval aviators versus 17.5% for hospital personnel (p < .0001). The problematic response was 20.9% in highhazard hospital domains such as emergency departments and operating rooms. Problematic response among hospital workers was up to 12 times greater than that among aviators on certain questions. Although further research on safety climate in health care is warranted, hospitals may need to make substantial changes to achieve a safety climate consistent with the status of high-reliability organizations.

scholarly journals Veränderte Kompetenzanforderungen an Mitarbeitende infolge zunehmender Automatisierung – Eine Arbeitsfeldbetrachtung

2021 ◽  
Author(s):  
Michèle Rieth ◽  
Vera Hagemann
Keyword(s):  
High Reliability ◽  
High Reliability Organizations ◽  
High Reliability Organization

ZusammenfassungBasierend auf einer Arbeitsfeldbetrachtung im Bereich der Flugsicherung in Österreich und der Schweiz liefert dieser Artikel der Zeitschrift Gruppe. Interaktion. Organisation. (GIO) einen Überblick über automatisierungsbedingte Veränderungen und die daraus resultierenden neuen Kompetenzanforderungen an die Beschäftigten im Hochverantwortungsbereich. Bestehende Tätigkeitsstrukturen und Arbeitsrollen verändern sich infolge zunehmender Automatisierung grundlegend, sodass Organisationen neuen Herausforderungen gegenüberstehen und sich neue Kompetenzanforderungen an Mitarbeitende ergeben. Auf Grundlage von 9 problemzentrierten Interviews mit Fluglotsen sowie 4 problemzentrierten Interviews mit Piloten werden die Veränderungen infolge zunehmender Automatisierung und die daraus resultierenden neuen Kompetenzanforderungen an die Beschäftigten in einer High Reliability Organization dargestellt. Dieser Organisationskontext blieb bisher in der wissenschaftlichen Debatte um neue Kompetenzen infolge von Automatisierung weitestgehend unberücksichtigt. Die Ergebnisse deuten darauf hin, dass der Mensch in High Reliability Organizations durch Technik zwar entlastet und unterstützt werden kann, aber nicht zu ersetzen ist. Die Rolle des Menschen wird im Sinne eines Systemüberwachenden passiver, wodurch die Gefahr eines Fähigkeitsverlustes resultiert und der eigene Einfluss der Beschäftigten abnimmt. Ferner scheinen die Anforderungen, denen sie sich infolge zunehmender Automatisierung gegenüberstehen sehen, zuzunehmen, was in einem Spannungsfeld zu ihrer passiven Rolle zu stehen scheint. Die Erkenntnisse werden diskutiert und praktische Implikationen für das Kompetenzmanagement und die Arbeitsgestaltung zur Minimierung der identifizierten restriktiven Arbeitsbedingungen abgeleitet.

A High-Reliability Organization Framework for Health Care

2020 ◽  
Vol Publish Ahead of Print ◽  
Author(s):  
Gary L. Sculli ◽  
Robin Pendley-Louis ◽  
Julia Neily ◽  
Timothy M. Anderson ◽  
David B. Isaacks ◽  
...  
Keyword(s):  
Health Care ◽  
High Reliability ◽  
High Reliability Organization ◽  
Organization Framework

Transforming a cancer center into a high reliability organization.

2019 ◽  
Vol 37 (27_suppl) ◽  
pp. 234-234
Author(s):  
Anna C. Pavlick ◽  
Kathleen C. Duffy Fray ◽  
Annette C. Rabinovich ◽  
Benjamin C. Wertheimer
Keyword(s):  
Decision Making ◽  
Safety Climate ◽  
Positive Impact ◽  
High Reliability ◽  
Medical Center ◽  
Cancer Center ◽  
High Reliability Organization ◽  
Local Leadership ◽  
Emotional Recovery ◽  
Preventable Harm

234 Background: The goals of a high reliability organization (HRO) are to eliminate preventable harm and streamline processes to maximize efficiency. The NYU Langone Medical Center embarked upon transforming the entire organization into an HRO. Educating the staff of the NYU Perlmutter Clinical Cancer Center (NYUPCCC) about the principles of HRO and a stepwise rollout began in March 2018. Methods: All cancer center employees were provided with an anonymous survey designed to assess culture, teamwork and burnout. Response rate to the survey was 83%. The survey evaluated 8 areas: improvement readiness, local leadership, teamwork climate, safety climate, decision making, burnout climate, personal burnout and emotional recovery. Three areas of opportunity were identified: teamwork and communication, discussing and correcting errors and participation in decision-making. Implementation and onboarding of the NYUPCCC occurred in 3 phases due to the physical layout of the center. Infusion floors were paired with physician floors that utilized them. Three “aims” for each floor were proposed with one aim being an overlapping aim that would require collaboration between the treatment and physician floors. Weekly “huddles” at a white board occur at a defined time and is led by a different staff member each week. This 15-minute gathering of all floor staff allows for an open exchange of ideas, verbalization of new areas of improvement and staff acknowledgement who provided a service above and beyond expectations. Initiatives and results will be presented. Results: This initiative had a positive impact on culture, improved staff-wide communication, improved physician efficacy and decreased patient wait times through the utilization of staff generated ideas and processes. It identified the need for better physician engagement. It also identified a data collection challenge so that information could be gathered in real time and metrics analyzed promptly. Conclusions: Transforming the NYUPCCC into an HRO identified opportunities for staff to encourage a culture of acceptance, foster teamwork, enhance overall cancer center communication and streamline processes to maximize patient safety and overall system efficiency.

scholarly journals The status of Australian nurse practitioners: the first national census

2009 ◽  
Vol 33 (4) ◽  
pp. 679 ◽  
Author(s):  
Anne Gardner ◽  
Phillip R Della ◽  
Sandy Middleton ◽  
Glenn E Gardner
Keyword(s):  
Health Care ◽  
Nurse Practitioners ◽  
Response Rate ◽  
International Literature ◽  
The Status ◽  
Pharmaceutical Benefits Scheme

A five-section questionnaire was mailed to all 234 authorised Australian nurse practitioners in late 2007. An 85% response rate was achieved (202 responses). Respondents had a mean age of 47.0 years and 84.2% were women. Only 145 nurse practitioners (72% of respondents) reported being employed in Australia at the time of the census. Emergency nurse practitioners were the most commonly employed nationally (26.9%). Nearly one third of employed nurse practitioners reported that they were still awaiting approval to prescribe medications despite this being a core legislated skill. Over 70% stated that lack of Medicare provider numbers and lack of authority to prescribe through the Pharmaceutical Benefits Scheme was extremely limiting to their practice. These findings are consistent with the international literature describing establishment of reformative health care roles.

HFES 51st Annual Meeting: Assessing Safety Climate and Organizational Risk

2007 ◽  
Vol 51 (20) ◽  
pp. 1406-1410 ◽  
Author(s):  
Anthony P. Ciavarelli
Keyword(s):  
Safety Climate ◽  
High Reliability ◽  
Organizational Factors ◽  
Feedback System ◽  
High Reliability Organizations ◽  
Naval Aviation ◽  
Web Based ◽  
The Past ◽  
Climate Assessment ◽  
Point Of Departure

Research conducted at the Navy Postgraduate School, over the past 10 years, has focused on key organizational factors that may influence the likelihood of an accident or organizational failure. The concept of “high-reliability-organizations”, originated by Dr. Karlene Roberts and her colleagues at UC Berkeley, California, and was used as a point of departure for understanding how different organizations manage the risk of accidents and other organizational failures. High-reliability organizations are those that are very successful at reducing the risks of operational hazards that typically underlie accidents and organizational disasters, such as the Challenger and Columbia Shuttle accidents. Included in the concept of high-reliability organizations are factors related to the safety culture of the organization. The author and his colleagues at the Naval Postgraduate School and UC Berkeley have developed and validated a web-based safety climate assessment and feedback system now in use in Naval Aviation and in other aviation, aerospace, and medical applications. This paper reviews recent findings in the application of safety climate and culture assessments conducted in naval aviation and US hospitals.

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