Purpose The purpose of this paper is to investigate the consequential impact of COVID-19 on mental health organizations. Via the context organizational development (OD) action research of an organizational case analysis, this paper offers recommendations to mental health organizations on an approach to help recover from the financial losses caused by COVID-19 restrictions and to also help ensure that mental health specialists are provided with sufficient support so they may continue to provide meaningful service to clients in need of therapeutic care and assistance. Design/methodology/approach The approach is an action research case study that uses an OD framework and a content analysis of the current literature. Findings The real-world case study uses an action research OD intervention to provide tools and recommendations that other similar organizations might be able to use to respond to COVID-19. The findings implicate practices and approaches that organizations can use to adapt to business and marketplace disruption of COVID-19. Originality/value COVID-19 is an emerging issue, as a result any research and development in this area is of significant value to researchers and professionals.

The increasing complexity of the United States healthcare system has compounded the likelihood of mistakes. One of the 10 leading causes of death and disability is safety issues with patient care. Medical errors put undue hardship on the economy resulting in the loss of billions of dollars. The current COVID-19 pandemic revealed gaps in public health strategies, medical treatments, comprehensive patient safety, and human resources strategy. Implementing human resources and performance management processes that promote safety, safe decision making, and reduce medical errors is critical. Adopting methods used by high-reliability organizations (HRO) may reduce medical errors and improve patient safety. Qualitative focus groups were used to collect data around creating organizational cultures focused on safety. This research aims to improve performance by providing healthcare leaders with tools to enhance organizational culture, reduce medical errors, and improve patient safety in the age of COVID-19.

The increasing complexity of the United States healthcare system has compounded the likelihood of mistakes. As a result, the ability to learn smart and adaptive approaches to management have never been more critical. Medical errors put undue hardship on the economy resulting in the loss of billions of dollars. The current COVID-19 pandemic revealed gaps in public health strategies, medical treatments, comprehensive patient safety, and human resources strategy. Implementing human resources and performance management processes that promote safety, safe decision making, and reduce medical errors is critical. Adopting methods used by high-reliability organizations (HRO) may reduce medical errors and improve patient safety. Qualitative focus groups were used to collect data around creating organizational cultures focused on safety. This research aims to improve performance by providing healthcare leaders ability to learn how to smartly adapt with tools to enhance organizational culture, reduce medical errors, and improve patient safety in the age of COVID 19.