Barriers to Implementation of Patient Safety Systems in Healthcare Institutions

Akins, Ralitsa; Cole, Bryan R.

doi:10.1097/01209203-200503000-00005

Cited by 23 publications

(13 citation statements)

References 21 publications

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“…rendahnya pelaporan IKP di RS X. Hasil diskusi masing-Joint Commission International (JCI) juga melaporkan KTD masing kelompok didiskusikan kembali dengan seluruh berkisar 10% dan di United Kingdom, dan 16,6% di peserta pada tahap kedua. Diambil prioritas masalah Australia (6).…”

Section: Pendahuluanunclassified

Faktor Penyebab Penurunan Pelaporan Insiden Keselamatan Pasien Rumah Sakit

Iskandar

Maksum²,

Nafisah³

2014

JKB

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Pelaporan insiden keselamatan pasien (IKP) adalah jantung dari mutu layanan sebagai dasar proses belajar dan revisi dari kebijakan serta perbaikan berkelanjutan. Studi pendahuluan menunjukkan angka IKP yang lebih rendah dari internasional dan cenderung menurun yang mengindikasikan "under reporting". Tujuan dari penelitian ini adalah untuk mengidentifikasi, menganalisis dan menentukan solusi faktor penyebab penurunan pelaporan IKP di RS X. Penelitian dilakukan dengan pendekatan kualitatif menggunakan Focus Group Discussion dengan peserta adalah 26 kepala ruang rawat inap/kepala instalasi RS X. IKP sebenarnya tinggi tetapi tidak dilaporkan, penyebabnya adalah takut disalahkan jika melapor sebab budaya patient safety yaitu no blaming masih belum tumbuh secara merata di seluruh RS, kurangnya pengetahuan tentang pelaporan IKP, keengganan melaporkan karena komitmen kurang dari pihak manajemen atau unit terkait, tidak ada reward dari RS jika melaporkan dan kurangnya keaktifan dari KKPRS. Perlu menumbuhkan budaya patient safety secara merata di RS dengan mengaktifkan kembali Patient Safety Champion (PSC). Dibutuhkan komitmen yang tinggi dari pihak direksi dan manajemen dalam program keselamatan pasien. Perlu monitoring dan evaluasi dari KPRS tentang pelaporan IKP dengan cara ronde keselamatan pasien dan visitasi secara periodik ke unit dan instalasi di rumah sakit. Kata Kunci: Budaya keselamatan pasien, kemauan melaporkan, pelaporan insiden keselamatan pasien

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Section: Pendahuluanunclassified

Faktor Penyebab Penurunan Pelaporan Insiden Keselamatan Pasien Rumah Sakit

Iskandar

Maksum²,

Nafisah³

2014

JKB

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“…Clinician leadership, in particular, has been found to be a key success factor for improvement programs, but is rarely formally established without senior leaders endorsing and shaping organisational roles and processes to facilitate their involvement. 10,11,12 The empirical evidence supports the accountability requirements of clinical governance, in that it shows that senior leaders can best develop and support effective improvement programs by building a system of leadership for improvement across the organisation which supports improvement as part of every-day work. 3,12,13 Getting started The literature suggests that it is common for senior health care leaders to begin safety and quality leadership delegation via a process of education and training for line managers, but, while important, this is not sufficient in isolation.…”

Section: Leading and Promulgating The Line Management Role In Clinicamentioning

confidence: 99%

“…10,11,12 The empirical evidence supports the accountability requirements of clinical governance, in that it shows that senior leaders can best develop and support effective improvement programs by building a system of leadership for improvement across the organisation which supports improvement as part of every-day work. 3,12,13 Getting started The literature suggests that it is common for senior health care leaders to begin safety and quality leadership delegation via a process of education and training for line managers, but, while important, this is not sufficient in isolation. Line managers are "the connection between the vision of the top and the reality of those on the front line of business", 14 (page 9) but they may require encouragement and support to connect their staff with the clinical governance vision.…”

Section: Leading and Promulgating The Line Management Role In Clinicamentioning

confidence: 99%

“…Informal and opinion leaders should also be identified and involved in these discussions. 10,12,13 From this point, the roles and behaviours required throughout the organisation to mainstream clinical governance can be identified and embedded in position descriptions and performance reviews.…”

Section: Leading and Promulgating The Line Management Role In Clinicamentioning

confidence: 99%

“…However, the available studies demonstrate that leadership does have a positive or negative impact on the effectiveness of improvement programs, depending on the position taken by senior management. 3,12 Achieving effective clinical governance requires a collaborative effort between CEOs, executive and middle managers, and clinical managers. 10 It is up to CEOs and senior managers to facilitate this collaboration.…”

Section: Leading and Promulgating The Line Management Role In Clinicamentioning

confidence: 99%

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Strengthening clinical governance through cultivating the line management role

Balding¹

2005

Aust. Health Review

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The implementation of clinical governance in health care services introduces increased responsibility and transparency around safety and quality into all staff roles. Encouraging staff to assume these responsibilities as part of their daily routine is fundamental to achieving effective clinical governance, and requires health care managers at all levels to embrace clinical governance leadership and management. Fostering this role will need to be approached skilfully if managers are to achieve effective leadership of clinical governance activities. This paper reviews the management and quality-related literature to explore how these roles may best be developed to ensure that health care managers are equipped and willing to undertake the critical task of translating clinical govern- ance policy into day-to-day practice.

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