Prioritization of Medical Errors in Patient Safety Management: Framework Using Interval-Valued Intuitionistic Fuzzy Sets

Kalender, Zeynep Tuğçe; Tozan, Hakan; Vayvay, Özalp

doi:10.3390/healthcare8030265

Cited by 12 publications

(11 citation statements)

References 71 publications

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“…In such organizations, everybody naturally avoids them, but if they happen, hide them to avoid a negative judgment. Kalender et al (2020), Anderson and Abrahamson (2017), similarly to Zhao and Olivera (2006), noted that the critical problem of organizational learning from mistakes is lack of reporting. Therefore, they highlighted the need for organizations to change their attitude towards errors.…”

Section: Discussionmentioning

confidence: 99%

“…Additionally, there is the problem of mistakes denial. Kalender, et al (2020) and Anderson and Abrahamson (2017)-similarly to Zhao and Olivera (2006)-noted that a critical problem of organisational learning from mistakes is the lack of reporting. Mistakes denial, and trivialization might block the groupthink and knowledge creation (Mnasri and Papakonstantinidis, 2020).…”

Section: Introductionmentioning

confidence: 99%

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Wisdom from Experience Paradox: Organizational Learning, Mistakes, Hierarchy and Maturity Issues

Kucharska¹

2021

EJKM

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Organisations often perceive mistakes as indicators of negligence and low performance, yet they can be a precious learning resource. However, organisations cannot learn from mistakes if they have not accepted them. This study aimed to explore how organisational hierarchy and maturity levels influence the relationship between mistakes acceptance and the ability to change. A sample composed of 380 Polish employees working in knowledge-driven organisations across various industries was used to examine this phenomenon. Data collection occurred from November to December 2019. Data were analysed through OLS regression, using PROCESS software. The findings revealed that the acceptance of mistakes positively influences adaptability to change. Moreover, because of mistakes acceptance, knowledge workers in organisations with a low-level hierarchy adapt to changes more effectively than those who work in strongly (or high-level) hierarchical companies. Additionally, higher levels of hierarchy result in lower adaptability to change, which is particularly visible in mature organisations. The study's essence is the empirical proof that a high level of organizational maturity and hierarchy can be a blocker of the adaptability to change if the organisation stays on the single-loop of learning (does perfectly what it used to do). Mistakes acceptance and thanks to this, also learning from mistakes, supports organisational change adaptability. Change adaptability is vital for double-loop learning (organizational actions re-framing). Moreover, this study has exposed the paradox of ‘wisdom from experience’ empirically. Namely, it is expected that experience and maturity result in positive outcomes and increased organisational leverage. Whereas more prominent, experienced, and mature organisations face serious difficulties when changing their routines and behaviours.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Wisdom from Experience Paradox: Organizational Learning, Mistakes, Hierarchy and Maturity Issues

Kucharska¹

2021

EJKM

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“…Increasing patient safety is an important issue worldwide [ 49 , 50 ], and reducing human errors in the medication process was the goal of this study. However, enhancing medication and patient safety have never been the responsibilities of the medical staff or hospitals alone.…”

Section: Discussionmentioning

confidence: 99%

An Investigation of Human Errors in Medication Adverse Event Improvement Priority Using a Hybrid Approach

et al. 2021

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The aim of this study was to analyze and provide an in-depth improvement priority for medication adverse events. Thus, the Human Factor Analysis and Classification System with subfactors was used in this study to analyze the adverse events. Subsequently, the improvement priority for the subfactors was determined using the hybrid approach in terms of the Analytical Hierarchy Process and the fuzzy Technique for Order of Preference by Similarity to Ideal Solution. In Of the 157 medical adverse events selected from the Taiwan Patient-safety Reporting system, 25 cases were identified as medication adverse events. The Human Factor Analysis and Classification System and root cause analysis were used to analyze the error factors and subfactors that existed in the medication adverse events. Following the analysis, the Analytical Hierarchy Process and the fuzzy Technique for Order of Preference by Similarity to Ideal Solution were used to determine the improvement priority for subfactors. The results showed that the decision errors, crew resource management, inadequate supervision, and organizational climate contained more types of subfactors than other error factors in each category. In the current study, 16 improvement priorities were identified. According to the results, the improvement priorities can assist medical staff, researchers, and decisionmakers in improving medication process deficiencies efficiently.

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“…Therefore, all healthcare associates should be alert to medical errors. To this end, research has disclosed that most medical errors are caused by the system, rather than by individuals (Kalender, 2020). Knowing this, Ugur (2016) conducted a descriptive study that was planned to investigate medical errors taking place in the operating room.…”

Section: Contributing Factors Leading To Medical Errorsmentioning

confidence: 99%

Exploring the Importance of Changing the Culture Within Healthcare Towards the Underreporting of Medical Errors: A Systematic Review

Augustine¹

2021

IJHRS

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The ethical dilemma for the healthcare industry is that although they strive to keep patients safe, the culture reflects an underreporting of medical errors. Because of this, healthcare leaders have strived relentlessly to create a positive patient safety culture. A positive patient safety culture alludes to traits within a company that permit patient safety to be a goal, including open reporting, a no blame environment to incident reporting, dedicated leadership, continuous companywide learning, and a take charge recognition of safety warnings.Despite the efforts to create this type of safety culture, based on findings within this study, the conclusion is that leaders within the healthcare community have failed to foster this form of culture. Because of this, the objective of this study was to explore the importance of changing the culture within healthcare towards the underreporting of medical errors. In terms of methodology used to explore a culture change, the researcher performed a literature review. As for the results towards addressing a culture change, the researcher identified three barriers. Thereafter, the researcher provided resolutions to overcome these barriers.

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Prioritization of Medical Errors in Patient Safety Management: Framework Using Interval-Valued Intuitionistic Fuzzy Sets

Cited by 12 publications

References 71 publications

Wisdom from Experience Paradox: Organizational Learning, Mistakes, Hierarchy and Maturity Issues

Wisdom from Experience Paradox: Organizational Learning, Mistakes, Hierarchy and Maturity Issues

An Investigation of Human Errors in Medication Adverse Event Improvement Priority Using a Hybrid Approach

Exploring the Importance of Changing the Culture Within Healthcare Towards the Underreporting of Medical Errors: A Systematic Review

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