MHA-FP5014 Change Leadership: Risk Management and Patient Safety

MHA-FP5014 Assessment 5 Context Paper

MHA-FP5014 Change Leadership: Risk Management and Patient Safety

Change Leadership: Risk Management and Patient Safety

Transforming from reactive to proactive mode requires health care executives to understand the competencies central to high-reliability organizational leadership. Youngberg (2011) outlines the relevant leadership competencies as:

• The ability to reinforce the systems and structure to promote safety based on evidence drawn from the science of safety.

• The ability to create a culture that develops and supports those who provide care and services to allow for greater capacity for teamwork, risk awareness, risk mitigation, and resiliency.

• The ability to focus and align resources to create and promote advancements in safety. • The commitment to assure that evidence-based, patient-centered, and system-centered

work is done. • The promise to all concerned that honest, ethical dialogue with patients is necessary

when breaches in safety occur. (p. 296) MHA-FP5014 Assessment 5 Context

Additionally, health care executives must understand the characteristics of high-reliability organizations and the associated risk management responsibilities. These characteristics include trust and transparency, reporting, flexibility in hierarchy, justice and accountability, engagement, and dedication to organizational learning (Youngberg, 2011). MHA-FP5014 Assessment 5 Context

Themes for Success in Leadership • Shared sense of purpose. • Authenticity. • A hands-on approach. • Data-driven, accountable, high standards. • Focus on results. • Clarity of expectations. • A collaborative culture. • Respect. • Limited hierarchy. • Open communication. • Teamwork (Youngberg, 2011).

The National Patient Safety Goals and Strategic Direction The National Patient Safety Goals and Strategic Direction outlined by the National Quality Forum (n.d.), CMS requirements (HHS, n.d.), and the Joint Commission (2017) standards make it clear that effective leaders must be transformational. The National Center for Healthcare Leadership (NCHL) Competencies for Healthcare Executives includes three domains:

• Quality. Risk Management, and Regulatory Compliance. It is appropriate to reflect upon how quality, risk, and regulatory compliance are affected, given the strategic direction from CMS and the NCHL competencies requisite for transformational leadership (HHS, n.d.; NCHL, n.d.).

Assessment 5 Context – MHA-FP5014 Change Leadership: Risk Management and Patient Safety

2 MHA-FP5014 Assessment 5 Context
Personal Reflection You may wish to reflect upon your own leadership development plans, and assess high- impact competencies for implementation of the content and context of this course. It may be interesting to compare your ratings from before you began this course to your assessment of NCHL competencies, now that you have entered the final phase of the course. If you were to construct a balanced scorecard for your organization, which areas would your position effect? Take a step outside the mechanics of data analysis, strategic direction, and industry and consider your role as a future health care leader.

Ethical Leadership Implicit within the NHCL competencies is the value of ethical leadership. The American College for Healthcare Executives’ code of ethics serves as a reminder that our actions should be patient- and community-focused (ACHE, n.d.). As a health care leader, you will be expected to own the vision and mission, support the strategic direction, and remain flexible while upholding your role as fiduciaries.

Professional Communication Another aspect of leading within this dynamic industry is the need to practice professional communications. What are the most appropriate forms of communication to support your efforts? E-mail and social media communications are fraught with potential miscommunication and liability issues. It is important to explore issues associated with a professional communication. MHA-FP5014 Assessment 5 Context

References American College of Healthcare Executives. (n.d.). ACHE code of ethics. Retrieved from

http://www.ache.org/ABT_ACHE/code.cfm

National Center for Healthcare Leadership. (n.d.). NCHL Health Leadership Competency Model. Retrieved from http://www.nchl.org/static.asp?path=2852,3238

National Quality Forum. (n.d.). NQF’s mission and vision. Retrieved from http://www.qualityforum.org/About_NQF/Mission_and_Vision.aspx

The Joint Commission. (2017). Facts about the national patient safety goals. Retrieved from http://www.jointcommission.org/facts_about_the_national_patient_safety_goals

U.S. Department of Health & Human Services. (n.d.). Accountable care organizations. Retrieved from http://oig.hhs.gov/compliance/accountable-care-organizations/index.asp

Youngberg, B. J. (2011). Principles of risk management and patient safety. Sudbury, MA: Jones and Bartlett.

Change Leadership: Risk Management and Patient Safety
Themes for Success in Leadership
The National Patient Safety Goals and Strategic Direction
Personal Reflection
Ethical Leadership
Professional Communication
Overview Assessment 5-6.docx

· Overview – MHA-FP5014 Change Leadership: Risk Management and Patient Safety

Generate recommendations for process improvement and organizational fitness for a selected organization in the form of a 6– 8-page proposal that is targeted for its management team.

Note: The assessments in this course build upon each other, so you are strongly encouraged to complete them in a sequence.

Health care leaders function within a complex, high-risk environment where errors can lead to injury and death. The goal of any health care leader is to assess and manage risk, while concurrently promoting a culture of patient safety.

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

· Competency 1: Conduct an environmental assessment to identify quality- and risk-management priorities for a health care organization. MHA-FP5014 Assessment 5 Context

· Analyze existing organizational structures, mission, and vision.

· Competency 3: Analyze the process and outcomes of a care quality- or risk-management issue.

· Provide macro-level discussion on finances, internal processes, learning and growth, and also customer satisfaction.

· Competency 4: Analyze applicable legal and ethical institution-based values as they relate to quality assessment.

· Convey the organization’s values through an ethical, organizational, and directional strategy to impact the needed changes for quality improvement.

· Recommend evidence-based and best practices for monitoring and improving discussion.

· Competency 5: Communicate in a manner that is scholarly, professional, and consistent with expectations for professionals in health care administration. MHA-FP5014 Assessment 5 Context

· Communicate information and ideas accurately, including reference citations and correct grammar.

Context

Patient safety is the cornerstone of high-quality care.

Youngberg (2011) addresses the need for leaders to create a systemic mindfulness of patient safety within the high-risk health care delivery environment. Further, the author discusses high-reliability organizations, which attain next to zero error rates, despite a great propensity for error or catastrophic events.

Read further in the Assessment 5 Context [PDF] (Attached) document, which contains important information on the following topics related to change leadership, risk management, and patient safety:

· Themes for Success in Leadership. MHA-FP5014 Assessment 5 Context

· The National Patient Safety Goals and Strategic Direction.

· Personal Reflection.

· Ethical Leadership.

· Professional Communication.

Reference – MHA-FP5014 Change Leadership: Risk Management and Patient Safety

Youngberg, B. J. (2011). Principles of risk management and patient safety. Sudbury, MA: Jones and Bartlett.

Questions to Consider

As you prepare to complete this assessment, you may want to think about other related issues to deepen your understanding or broaden your viewpoint. You are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. Note that these questions are for your own development and exploration and do not need to be completed or submitted as a part of your assessment. MHA-FP5014 Assessment 5 Context

· How does a health care leader establish a culture of patient safety?

· How are risks to patient safety assessed and managed in your current or future work setting?

· What are the other types of risks that are assessed and managed?

· What are the important factors that need to be monitored in your selected work setting?

· How can you contribute to risk management and patient safety within your job?

Imagine that you are the new CEO of your organization, and are charged with transforming the previous status quo to an efficient, high-performing accountable care organization.

· Which tools would you put to work in your new position?

· What types of individuals would be needed for your executive leadership team?

· What competencies might be important to the team members?

· What processes, structural models, or frameworks from this course might help you as a transformational leader?

Resources

Required Resources

Balanced Scorecard

The following resources are required to complete this assessment.

Preparation

The goal of this assessment is to generate recommendations, in the form of a proposal for process improvement and organizational fitness. Make your recommendations for the organization you selected in Assessment 4 for the balanced scorecard presentation. Apply the concepts of balanced scorecards to create your recommendations.

Instructions (MHA-FP5014 Change Leadership: Risk Management and Patient Safety)

In your proposal, use specific language and include evidence-based concepts from peer-reviewed literature, including a minimum of four outside peer-reviewed sources. Communicate information and ideas clearly, accurately, and concisely, including reference citations and using correct grammar. Include the following in your proposal:

· Describe the selected organization, including its vision and mission.

· Analyze the company using any adaptation of the Kaplan and Norton balanced scorecard framework that fits your selected organization. Refer to the materials in the Resources.

· Communicate vision, strategy, objectives, measures, targets, and initiatives for each of the following four elements through a macro-level discussion:

· Financial performance measures.

· Internal business processes.

· Learning and growth.

· Customer satisfaction.

· Convey the organization’s values through an ethical, organizational, and directional strategy.

· Recommend evidence-based and best practices for monitoring and improving discussions.

· Generate one recommendation for each of the following:

· Process improvements.

· Quality improvements.

· Organizational efficiency.

· Learning implementation.

· Implementation and evaluation.

Additional Requirements

· Written communication: Written communication should be free from errors that detract from the overall message.

· APA formatting: Resources and citations should be formatted according to APA style and formatting guidelines. Use APA format for all of the following:

· Cover page.

· Abstract. MHA-FP5014 Assessment 5 Context

· Table of contents, including a list of figures and tables.

· Headings and subheadings.

· Reference list.

· Number of resources: A minimum of 6 resources. The following Norton and Kaplan articles will serve as two resources.

· The Balanced Scorecard: Measures that Drive Performance.

· Linking the Balanced Scorecard to Strategy.

· Length of paper: 6–8 typed double-spaced pages.

· Font and font size: Arial, 10-point. MHA-FP5014 Change Leadership: Risk Management and Patient Safety

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