High Reliability-Part 2-Presentation
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Transcript of High Reliability-Part 2-Presentation
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Becoming a High Reliability Organization: Part 2
Establishing and Maintaining a Culture of Safety
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Becoming a High Reliability Organization: Establishing and Maintaining a Culture of
Safety
Sustainable change
CRP
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Establishing and Maintaining a Culture of Safety• Define Safety Culture and associated concepts• Evaluate HRO “best practices” for consistent
performance• Identify key elements of leadership for
improving CRP performance • Discuss strategies for holding onto the gains
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SAFETY CULTURE is the enduring value and priority placed safety by everyone in
every group at every level of an organization.
Safety Culture Working Definition
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Understanding & Managing Safety Culture• Culture is not steady-state, it moves• For the most part, the movement is predictable and
manageable• There is a cultural pendulum in most organizations• ‘Situational Awareness’ of cultural trends is key for
management
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Safety Culture Working Definition
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So why is there so much emphasis on creating a
culture of safety?
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Sir Liam Donaldson, CMO NHS UK
“When a person gets on an airplane, their chances of dying are one in 10,000,000.
When a person is admitted to a hospital, the risk of dying or being seriously injured by medical error is one in 300”.
Background
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Remember: Key Characteristics of HROs• Low error tolerance and high accountability• Preoccupation with failures• Broad knowledge base and situational
awareness• Resiliency: HROs bounce back fully plus• Perceive accurate links between cause and
effect• Consistency of purpose and excellence
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We have to “standardize,” so that we achieve consistently excellent performance of our staff in the facility.
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Courtesy Tillman Gabriel
Rules
Law Policies
Procedures
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Getting Your Team Commitment
• Apple pie rationale• Protect employees and families
• Protect customer and public
• Accidents can put you out of business
• Stigma of ANY adverse event
• Safety is a competitive advantage
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• Establish norms or agreed standards of acceptable and unacceptable conduct
• Set clear priorities and a framework for how the team will operate
• Emphasize safety, communication and cooperation
Team Leadership
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• In charge of their team and their facility
• Exercise role and responsibility with an appropriate amount of authority
• Effectively match experience and competence of the team to requirements of task and clinical situation
Effective Leaders
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“The Balance”
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• Do they seem detached?
• Are their any hidden agendas?
• Are any members of the team fatigued, angry, frustrated or distracted?
Effective Leaders: Understand their Teams
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“The very essence of leadership is that you have a vision…a vision you articulate clearly and forcefully on every occasion.”
-Theodore Hesburgh, President, University of Notre Dame
Leadership Vision
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Power and Leadership
Leadership power is much more than the use of force...it is influencing others to truly WANT to achieve a goal
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• Being the manager gives you the authority to accomplish the task and authority in the organization
• It does not make you a leader...it simply makes you the boss
• Leadership makes people want to achieve high goals and objectives…bosses tell people to accomplish a task or objective
Power and Leadership
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Strategies
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Implementation Keys
• Outline critical steps in to ensure they are completed on time
• Identify and react to barriers that might effect team’s success
• Establish specific courses-of-action for sustainable wins
• Identify, evaluate, and implement measurement systems for tracking progress
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Your customer
• Included
• Informed
• Engaged
• Enticed
• Encouraged
• Completely Satisfied
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What Does Management Commitment Really Mean?• Incorporating incentives (or disincentives) into staff
performance evaluations
• Defining, and establishing in writing, goals for the organization in terms of performance expectations, time allotted, resources available, and evaluation
• Review goals regularly with staff and customers as often as practicable
• Show your staff and that this is an organizational imperative rather than saying that it’s theirs
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Team Involvement Strategies
• Develop ownership - bring multi-level team in on the decision making and planning process
• Enable individual success, while maintaining the well-being and stability of the team
• Engage individuals in achieving team objectives • Give team authority to get things accomplished in
the most efficient and timely manner
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Key Elements of Implementing a Cultural Change• Manage the number of initiatives
• Train, then measure, evaluate, retrain, reevaluate, repeat
• Drive to completion, then spread exponentially
• Undertake new projects as initiatives are completed,
standardizing everything possible enroute
• Don’t declare “completion” prematurely
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Why do all of these things when you’re already so busy?
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• It’s in everyone’s best interest
• We can’t afford not to do it
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Spence ByrumManaging PartnerConvergent HRS, [email protected](901) 337-5796www.convergenthrs.com
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Session Evaluation Information
SESSION TITLE: High-Rel2
SESSION CODE: L-T1045