Titre : | Can health care managers learn to lead? (2020) |
Auteurs : | Helen Elliott-Mainwaring |
Type de document : | Article : texte imprimé |
Dans : | Midirs. Midwifery Digest (Vol. 30, n° 3, September 2020) |
Article en page(s) : | p. 319-323 |
Langues: | Anglais |
Sujets : |
Paramédical (MeSH) Apprentissage ; Erreurs médicales ; Formation continue ; Infirmières administratives ; Leadership ; Management ; Prévention ; Prévention des accidents ; Réduction des dommages ; Sécurité des patients ; Soins infirmiers |
Résumé : |
This paper is concerned with what could be considered a contentious issue in health care: whether managers can learn to lead.
The very public exposure of poor care episodes has caused considerable harm to some reputations in the United Kingdom (UK) health care system in recent years (Mohammed et al 2001, Francis 2010, Keogh 2013, Reader & Gillespie 2013, Kirkup 2015, Knight et al 2019, Bresnen et al 2015). The World Health Organization (WHO) states that 10% of hospital patients, and 40% of primary care and outpatients, are harmed while receiving care, and that an estimated 50% of these episodes could have been prevented (WHO 2019). The Institute for Healthcare Improvement (IHI) draws attention to an appreciation for ‘systemic error resolution’ within health care, in which no one factor is to blame in poor care episodes. ‘Total system resolution’, by contrast, is an understanding in which dynamic human factors are considered, because it is acknowledged that we cannot eradicate human fallibility (IHI 2020). We can, however, mitigate for these inherent risks of error leading to harm by changing the conditions in which we work (IHI 2020, Reason 2000). |
Exemplaires (1)
Localisation | Section | Support | Cote de rangement | Statut | Disponibilité |
---|---|---|---|---|---|
Bibliothèque Paramédicale | Périodiques | Périodique | MID. DIG. 20-3 | Empruntable | Disponible |