Topic
Culture change
About: Culture change is a research topic. Over the lifetime, 1531 publications have been published within this topic receiving 41922 citations. The topic is also known as: cultural change & culture changes.
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TL;DR: In this paper, a pragmatic research philosophy and corresponding grounded theory methodology were used to generate a practically-meaningful model of this culture change process from the perspective of UK-based professional team managers.
37 citations
TL;DR: To assess GSH's progress toward achieving three aims--demonstrate patient safety as a top leadership priority, promote a nonpunitive culture for sharing information and lessons learned, and implement an integrated patient safety program throughout the organization--the Safety Board evaluates GSH's performance bimonthly, using a 5-point-scaled self-assessment tool.
Abstract: Article-at-a-Glance Background In early 2000 the hospital leadership of Good Samaritan Hospital (GSH), a community teaching hospital in Dayton, Ohio, made patient safety a strategic priority and devoted resources to incorporate safety as a part of the hospital's culture and care processes. The vice president of clinical effectiveness and performance improvement, as a champion for safety, led a consensus-building effort to enlist the support of key physician and hospital leaders to a safety program. GSH added a Safety Board to its administrative infrastructure, which was to serve as an oversight body to ensure the advance of the safety program and to produce policies and procedures that are associated with safety. Addressing patient safety aims To assess GSH's progress toward achieving three aims—demonstrate patient safety as a top leadership priority, promote a nonpunitive culture for sharing information and lessons learned, and implement an integrated patient safety program throughout the organization—the Safety Board evaluates GSH's performance bimonthly, using a 5-point-scaled self-assessment tool. For example, for the third aim, the Safety Board oversaw the formation of three subcommittees, which were to test ideas and achieve improvements in three areas—medication, clinical, and environmental. Discussion The administrative structure provides the leadership and momentum necessary to fuel a cultural change in the way that patient safety issues are perceived and acted on throughout the organization. "To err" may be human, but so is the ability to increase patient safety awareness, to promote cultural change within existing systems, and to improve the patient care processes and outcomes.
36 citations
Book•
15 Nov 1996
TL;DR: In this paper, the authors present an approach for designing for change: making sense of process, from design to specification, from specification to deployment, making change stick, and making it stick.
Abstract: CHANGE: PROBLEMS AND RESPONSES. Aspects of Change. Designing for Change : Making Sense of Process. Overview of Approach. DESIGNING FOR CHANGE. Process Redesign. Process: From Design to Specification. BUILDING FOR CHANGE. Human Resources. Culture Change. Information Technology. Tools and Techniques. MAKING CHANGE STICK. Deployment or ''Making it Stick''. Programme Management. Education and Communication. Index.
36 citations
TL;DR: The authors argues that auditing the process relies on clear objective measurement that will keep organisations "honest" and that this also helps keep the direction of efforts visible and on target, and points out that successful TQM initiatives abound and that often they involve a method of redistributing power within organisations which facilitates a change of perception of roles and values.
Abstract: Notes that while total quality management has elements in behavioural and culture change which look to empowerment, the reality has been a selective, if not cynical, use of tools and language. Points out that successful TQM initiatives abound and that often they involve a method of redistributing power within organisations which facilitates a change of perception of roles and values. Argues that auditing the process relies on clear objective measurement that will keep organisations “honest” and that this also helps keep the direction of efforts visible and on target.
36 citations
TL;DR: Crew resource management (CRM), adapted from aviation for the practice of medicine, offers the potential of reducing medical errors, increasing employee retention, and improving patient satisfaction but requires a culture that promotes teamwork and acceptance of new concepts.
36 citations