DNP 835 As a future DNP leader describe what quantitative and qualitative data you could use to assess the culture of your practice site or organization

 

Patient safety culture is vital for quality healthcare and is an issue of global concern. Patient safety is the product of individual and group attitudes, values, perceptions, competencies, and behavior patterns that show health providers’ commitment, style, and proficiency in safety management (Zubowski, 2021). Qualitative methods are usually good starting points to begin an assessment because this method can help describe a situation and provide insight into intervention (Churruca et al. 2021). In the culture of safety project, the observation method could be used, which means a trained professional conducting objective, discreet workplace observation. Management meetings could be used to introduce the program to help everyone understand the change and anticipated outcome as it will affect employees and the organization. The focus groups could also be used for in-depth probing of issues.  Focus groups allow for interactions among members of the team and stimulate further discussion. Expert consultations will help gain broader perspectives on the topic at hand. These experts will include the researcher, union representative’s employee assistance program, representatives, and human resources; Questionnaires will be used to check validity, reliability, and consistency ( Churruca et al. 2021). On the other hand, quantitative means would be employed to gather data, edit, code, and interpret in Statistical Package for Social Science (SPSS) for analysis from pre-existing records. A self-report survey will also ensure an acceptable degree of objectivity (O’Leary et al. 2019)

To create and sustain a safety culture, we have improved working hours and level of staffing, increased teamwork, enforced communication openness, reported events, and exchanged feedback about the error (Zubowski 2021).  Using the six domains of culture safety, to get sustainable positive change, we must establish a compelling vision o for inherent safety and demonstrate safety as a core value. We must show respect, be consistent with zero-harm perspectives, and trust our non-negotiable standards. The Board must ensure metrics that meaningfully assess organizational safety and systematically review and analyze results. The CEO, in collaboration with the Board, must be accountable for safety strategy development design and deliver delivery of safety training for all executives and clinical leaders throughout the organization. Leaders will address issues that contribute to errors and harm. Leadership must establish safety-mindfulness. These behaviors, according to IHI, are an effective way to create and sustain culture and safety in an organization (IHI.org).

Organizations will maintain a culture of safety by moving towards system change instead of blame and shame towards staff, encouraging speaking up without fear, listening, supports initiatives channeled towards the improvement of safety. The organization’s ability to routinely conduct patient safety rounds by leadership, request feedback, involve patients in safety initiatives, and relay patient reports at shift changes. Equally important is empowering employees to act in dangerous situations to reduce the likelihood of adverse events. This fair and just environment recognizes the contributions of individuals and systemic organizational features to errors, supportive staff, and fostering continuous learning (IHI.org).

To inspire organizations on the culture of zero ham, I would adopt the belief from Roberts (2020) to help install positive ideas that would drive the culture of staying up. , help create conditions that produce high-reliability performance, be preoccupied with failure, create a behavior of never being satisfied that there have not been any accidents in months, be on the alert, follow any slightest signal of error and fix it, encourage speak up policy, recognize obligations, remain resilient, have a mechanism of identify and appreciate individuals with significant expertise. The motivation is to get their commitment to zero patient harm which is the principle of safety culture for a highly reliable organization (Roberts 2020).

Churruca, K., Ellis, L. A., Pomare, C., Hogden, A., Bierbaum, M., Long, J. C., … & Braithwaite, J. (2021). Dimensions of safety culture: a systematic review of quantitative, qualitative and mixed methods for assessing safety culture in hospitals. BMJ open, 11(7), e043982.

O’Leary ST, Lee M, Lockhart S, Eisert S, Furniss A, Barnard J, et al. Effectiveness and cost of bidirectional text messaging for adolescent vaccines and well care. Pediatrics 2015 Dec;136(5):e1220-e1227.

Roberts, S. D. (2020). Worker safety: zero harm messaging, reporting and the C-suite.

Six ways to lead a Culture of safety IHI.org Retrieved February

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