Experts on healthcare safety say nonverbal body language known as “behaviors of concern” can precede actual violence, and if caught early, de-escalation tactics can be used to intervene and keep the situation from becoming violent.
Researchers urge proactive, positive programs to protect healthcare workers from burnout, trauma, and abuse.
The fund aims to provide financial help to hospital employees in Puerto Rico who have experienced significant property loss or damage from the recent hurricanes.
A majority of healthcare organizations were seeking to expand their executive team with new members who could confront the evolving industry’s new challenges.
In healthcare, some of the best innovations are deciding what not to do—especially when the current practice has no evidence basis.
A majority of the events included verbal abuse and intimidating behavior, and other issues reported were work interference and humiliating and threatening behavior. The events occurred in many areas of care, especially in perioperative care, medical/surgical units, and emergency departments, and were often prompted by procedural errors and complications.
With all the regulatory and reimbursement changes occurring in our industry at an ever-increasing rate, one thing is for certain: Your organization is not unique. When speaking to organizations, I often hear things like, “Well, we don’t have the resources that the university hospital has” from community hospitals and then the university hospitals will … Continued
Five years ago, PSQH spoke with Jeanette Ives Erickson, RN, DNP, FAAN, about a new and exciting innovation in her hospital, Massachusetts General Hospital (MGH) – an initiative that designated 12 Innovation Units, where a philosophy of relationship-based care and 13 evidence-based interventions could be safely tested. This March, we checked in to see how the initiative has fared.
We are in the midst of tremendous change in healthcare, and physician advisors are needed to be the lighthouse guiding our physician colleagues in the turbulent waters. The notion that a physician advisor only needs to know how to determine a proper level of care is well past us at this point, because organizations have realized that physician advisors can, and are, impacting healthcare organizations in many other equally important ways.
Cultivating a culture, communicating, and building a team are the most important leadership skills for facing the demands of an evolving healthcare landscape. So say the nearly 500 executives, clinical leaders, and clinicians who responded to the NEJM Catalyst Insights Council’s recent leadership survey.