Patient issue
Organizational behavior management (OBM) concentrates on what certain individuals do, investigates the reasons for such behavior, and then employs an evidence-based intercession policy to make the individuals’ actions more proficient. The significance of OBM to refining health care is apparent (Cunningham & Geller, 2008). While badly planned administrations generate the majority of the medical mistakes, OBM offers a real tactic for approaching a serious constituent of every deficient health care organization – behavior. It is affected by the organization in which it transpires, yet it can be seen as an exclusive contributor to numerous medical faults, and some definite transformations in behavior can avert medical errors (Rousseau, 2006). This paper assesses the values and measures of OBM as they offer certain ways of minimizing the number of medical mistakes and refining health care.
Statistics and prevention
The most prevalent categories of avertible errors resultant in adversative outcomes have been acknowledged as practical mistakes (44 percent), diagnosis faults (17 percent), deterrence errors (12 percent), and medication use liabilities (10 percent). Concerning the total numbers, avertible practical difficulties of surgery (10,996) and infections (9,702) were most widespread, representing zones where infirmaries should concentrate their intervention exertions (Cunningham & Geller, 2008). One of the current reports states that nearly 65 percent of all patient security occurrences comprise failures to save the patient (overdue analysis and treatment) and postoperative plasma contagion. This report also dwells on the deadliest patient security events, including the inability to rescue and unpredicted demise throughout a low-risk hospitalization. The exploitation of information technology is a core constituent of organization change for fault reduction (Cunningham & Geller, 2008). For instance, the application of CPOE and medical decision provision systems are amid definite IT practices that help in decreasing errors. The initial assessments advocate that application of computerized physician order entry generates noteworthy enhancements in patient care (Cunningham & Geller, 2008). Therefore, numerous important contributors to therapeutic mistakes (For instance, doctors’ illegible scribbles) are detached from the process.
Human factors and safety design principles
Elaborating the anticipated behavior transformation throughout an intervention stage is not enough. The long-standing aim of OBM is the establishment of possibilities required to sustain the anticipated conduct in the nonappearance of intervention managers (Cunningham & Geller, 2008). In an ideal world, the intervention methods become a fragment of the organization’s everyday practices. The conduct is also upheld within a medical organization when affected by ordinary (or inherent) eventualities. Therefore, when a specific behavior’s expected outcomes are rewarding, exterior exigencies (for instance, the response from another source) are not needed for impetus (Swayne, Duncan, & Ginter, 2008). This happens, markedly, when doctors find out how to utilize CPOE and ultimately find it more well-organized and consistent than assembling prescriptions manually (Cunningham & Geller, 2008). Nevertheless, it frequently takes time to experience the advantage of the fundamental qualities that underpin certain actions.
Key points
The anxieties of the health care occupation have triggered doctors to agree to take risk and view faults as inevitable and essential particularities of their job. It has even been contended that these mistakes play a required role throughout the course of the education process and training curricula. On the contrary, the physician that is acquainted with OBM does not interpret an error as an inevitable coincidence from which to acquire knowledge, but rather as an example of possibilities failing to impact a suitable behavior.
References
Cunningham, T., & Geller, S. (2008). Organizational Behavior Management in Health Care: Applications for Large-Scale Improvements in Patient Safety. Advances in Patient Safety: New Directions and Alternative Approaches, 2(1), 3-61.
Rousseau, D. (2006). Is there Such a thing as “Evidence-Based Management”? ACAD Manage Review, 31(2), 256-269.
Swayne, L., Duncan, W., & Ginter, P. (2008). Strategic Management of Health Care Organizations. San Francisco, CA: Jossey-Bass.