Tryphena Persis Gaddam
Health care organizations are very robust and dynamic. The first article discusses the cultural and organizational learning that takes place in any health care organization to avoid errors and improve safety. In the virtual world any health care team needs a balance between autonomy and authority of the individual in that team. Patient safety is directly proportional to organizational cultures which recommend ways to learning at every step. Learning in real time based on the organizational changes, sharpens the overall safety of the organization as well as patient. Poor communication among the employees, lack of skills or state of mind may impair the decision making and team work effectiveness of a team. Individual learning plays a vital role in such circumstances as it is long lasting. “Learning by the individual health worker seen as responsible may be very long lasting; certainly, early mistakes are a powerful part of memories for doctors.” (Mizrahi, 1984).
The author picked the ideas from various other papers to depict the importance of safety management in health care. As Janoff-Bulman (2010) described in his article, the process of change in an individual faces some crises such as confronting with experience, resistance to ignore the error, validating the truth followed by integration which can lead to learning in a new way incorporating the knowledge from past experiences and new information that is available. These steps can be implemented by each individual to gain organizational benefits and team work progression.
This learning system can be followed by an individual if they are prone to commit mistakes. However it is almost negligible to expect the entire organization to follow unless it is made mandatory. Mostly in real world organizational learning is not made mandatory due to lack of team management, communication and organizational issues dealing with culture and centralization. On the contrary, High reliability organizations (HRO) which are capable of operating in hazardous areas prove that their literature building caters to the effective safety building. HROs implement some action plans which include the ways to react to an unexpected event or a problem through training and constant repetition.
Further the author suggested the ways to build a good team culture based on previous reviews and concluded that the team needs to have an open mind to all the staff voices by following the below mentioned rules: * Monitoring each other’s performance in the team by trusting the individuals * Receiving and giving feedback * Communicating effectively by checking and responding to the messages promptly.
It is also recommended that the first and foremost aspect of team culture is to listen to patients effectively and carefully transfer the information over to the entire team. This further reduces errors and improves safety of the organization.
As an extension to the first article, second article mentions the importance of trust in any team to improve patient safety.
“Staff have to trust enough to tell the truth about their own errors and sometimes about those they see being made by others. On the other hand, our culture proscribes that we are not to ‘‘tell tales’’ on others, in particular our peers and superiors.”(Firth-Cozens, 2004)
The author summarizes the importance of trust in health care culture is crucial to build integrity, benevolence amidst the staff and ability to perform skills.
In the third article the author emphasizes on how to improve the team efforts by constant communication development. He based his discussion on human mentalities and tendencies that reflect a wide range of safety errors over the