While U.S. healthcare continues its radical digital transformation, nurses continue to face legacy physical burdens that potentially impact the quality of patient care.
I had the radio on as I drove to the market, but I wasn’t really listening until I heard “It’s very important to have a culture of safety that says, if you’ve got a problem, talk about it.” I didn’t recall ever having heard the phrase “culture of safety” outside of safety improvement circles.
Recently released survey results from the Institute for Safe Medication Practices (ISMP) show that bullying, intimidation, and other types of disrespectful behavior remain a problem in the healthcare workplace, and continue to erode professional communication, which is essential to patient safety and quality.
Trinitas Regional Medical Center, a full-service healthcare facility serving Central New Jersey, is taking a novel approach to protecting its staff from combative patients, utilizing a Real-time Locating System (RTLS) from Versus Technology, Inc.
Despite the best efforts of many, disruptive behavior is still a common and pervasive problem throughout the health care industry. To counteract this, the American College of Physician Executives (ACPE) released a new book to help physician leaders identify and eliminate disruptive behavior.
It appears that long, arduous hours in the hospital are causing more than stress and fatigue among doctors-in-training — they’re crashing, or nearly crashing, their cars after work, according to new Mayo Clinic research. Nearly half of the roughly 300 Mayo Clinic residents polled during the course of their residencies reported nearly getting into a motor vehicle crash during their training, and about 11 percent were actually involved in a traffic accident.
The “Lean” approach to process improvement—derived from the Toyota Production System (TPS) developed by Taiichi Ohno and others in the 1950s, 60s and 70s—continues to establish a record of success with healthcare organizations.