Health Affairs: High-Reliability Organizations
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Healthcare reliability is a concept that defines the relationship between the patients and the care delivery organizations giving root for the number of people seeking healthcare services in a given facility. Reliability is an external manifestation of the services offered in a facility and highly reliable organizations receive many customers at a given time than other healthcare facilities (Sutcliffe et al., 2016). Among the factors identified to cause organizational reliability is staffing and scheduling. Specifically, nurse staffing ratios in a healthcare facility increase the quality of services offered to patients thus improving reliability. However, other services can be added on top of nurse staffing ratios such as marketing and use of certified programs to increase the reliability of a given healthcare facility.
Change Management Model
The use of health information technologies (HIT) in hospitals has increased recently due to the services provide and services needed by the patients. One thing that keeps the clock ticking is that HIT has increased the quality of services rendered in many facilities and it has saved many lives that could have been lost. However, adoption of information technology systems in healthcare organizations is cumbersome considering financial requirements and management strategies needed to support the HIT system (Schwalbe, 2015)…
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Lewin’s change management theory is a suitable plan for implementing change because it focuses on the actual change rather than the forces surrounding it (Kash et al., 2014). Unfreezing stage requires preparation for change. In the case scenario chosen, acceptance that a health information technology is needed is the first step towards preparation. The second stage is change which involves communication and management of time to ensure the IT system is installed safely. Change is a process that takes time to gain root and acceptance into an organization…
References
Friese, C. R., Xia, R., Ghaferi, A., Birkmeyer, J. D., & Banerjee, M. (2015). Hospitals in ‘Magnet’program show better patient outcomes on mortality measures compared to non-‘Magnet’hospitals. Health Affairs, 34(6), 986-992.
Kash, B. A., Spaulding, A., Johnson, C. E., & Gamm, L. (2014). Success factors for strategic change initiatives: A qualitative study of healthcare administrators’ perspectives. Journal of Healthcare Management, 59(1), 65-81.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
Sutcliffe, K. M., Paine, L., & Pronovost, P. J. (2016). Re-examining high reliability: actively organising for safety. BMJ Qual Saf, bmjqs-2015.
