Perspectives on Safety Management and Change

Hale, Andrew; Baram, Michael; Hovden, Jan Fredrik

doi:10.1016/b978-008043075-1/50001-7

Cited by 10 publications

(5 citation statements)

References 24 publications

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“…Various previous works focus on an analysis of one specific element of the management system, such as risk analysis (Demichela, Piccinini, & Romano 2004;Reniers et al, 2005), review (Basso et al, 2004) or communication (Kelly & Berger, 2006), but few works analyse the influence of the system as a whole on safety performance (Hurst, 1997). Hale, Baram, and Hovden (1998) indicate that the field of safety management research is still young, and especially needs empirical evidence that links the organisation to safety performance.…”

Section: Introductionmentioning

confidence: 97%

Safety management system: Development and validation of a multidimensional scale

Fernández-Muñiz

Montes-Peón

Vázquez-Ordás

2007

Journal of Loss Prevention in the Process Industries

186

100

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Section: Introductionmentioning

confidence: 97%

Safety management system: Development and validation of a multidimensional scale

Fernández-Muñiz

Montes-Peón

Vázquez-Ordás

2007

Journal of Loss Prevention in the Process Industries

186

100

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“…Similar to the concept of ''safety management systems'' [cf. [ 7 - 9 ]], systematic CRM integrates both proactive and reactive approaches and frames the hospital as a system, instead of focusing on individuals and their potential for committing errors [ 10 - 12 ].…”

Section: Introductionmentioning

confidence: 99%

Assessing hospitals' clinical risk management: Development of a monitoring instrument

Briner

Kessler

Pfeiffer

et al. 2010

BMC Health Serv Res

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BackgroundClinical risk management (CRM) plays a crucial role in enabling hospitals to identify, contain, and manage risks related to patient safety. So far, no instruments are available to measure and monitor the level of implementation of CRM. Therefore, our objective was to develop an instrument for assessing CRM in hospitals.MethodsThe instrument was developed based on a literature review, which identified key elements of CRM. These elements were then discussed with a panel of patient safety experts. A theoretical model was used to describe the level to which CRM elements have been implemented within the organization. Interviews with CRM practitioners and a pilot evaluation were conducted to revise the instrument. The first nationwide application of the instrument (138 participating Swiss hospitals) was complemented by in-depth interviews with 25 CRM practitioners in selected hospitals, for validation purposes.ResultsThe monitoring instrument consists of 28 main questions organized in three sections: 1) Implementation and organizational integration of CRM, 2) Strategic objectives and operational implementation of CRM at hospital level, and 3) Overview of CRM in different services. The instrument is available in four languages (English, German, French, and Italian). It allows hospitals to gather comprehensive and systematic data on their CRM practice and to identify areas for further improvement.ConclusionsWe have developed an instrument for assessing development stages of CRM in hospitals that should be feasible for a continuous monitoring of developments in this important area of patient safety.

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“…• External change factors obviously go further, including: migration of suppliers, customers, or intermediates to other countries; increasing the international nature of business; increasing down-sizing and use of contractors, temporary staff; continuing fragmentation of former monolithic organisations; bringing new challenges to the role of government as far as general situation awareness and smaller companies are concerned (see Hale, Baram, & Hovden, 1998;Maidment, 1998). • One possible opportunity, explained by , is that the governmental regulator has to amplify its role, for example, by adding requirements for the evaluation or selection of contractors, or even for termination of contractor services when inadequate.…”

Section: Discussionmentioning

confidence: 99%

Finish Occupational Safety Card System

Vayrnen

Hoikkala

Ketola

et al. 2008

International Journal of Technology and Human Interaction

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Companies increasingly operate as parts of regional or international networks. This trend in business has resulted in work sites where several employers' staffs operate simultaneously. To improve mutual occupational safety at shared industrial work sites, a nation-wide procedure called occupational safety card (OSC) training has been developed in Finland. All interested groups have been actively involved in the development of this model. This article describes the process throughout which the OSC model was developed. Research and development (R & D) at a university and within industry started 10 years ago, and was based on both practical and experiential needs and literature. This document presents the first analysis of how the frequency of accidents at work varied during the years of implementation at the work sites of the early adopters of the OSC. This article also contains an evaluation of the effects of OSC implementation on the safety management system.

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Perspectives on Safety Management and Change

Cited by 10 publications

References 24 publications

Safety management system: Development and validation of a multidimensional scale

Safety management system: Development and validation of a multidimensional scale

Assessing hospitals' clinical risk management: Development of a monitoring instrument

Finish Occupational Safety Card System

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