The high-reliability theory furthers enhanced safety of the patients through advocating for the formulation of measures to curb the rapidly increasing trend of widespread medical errors. It is a fundamental scheme because it fosters leaderships ethics that are geared at promoting a culture of safe patient care. It accommodates measures such as extensive training, teamwork, and communication. In that regard, this strategy addresses not only preventable clinical accidents but also the organization’s financial burdens such as litigation, staffing, and supplies coupled with operational barriers such as adverse effects on the party involved in the patient harm and high turnover experiences. The theory is an intervening guide on the persistent problem of preventable medical damages. Precisely, poor patient care induces restricted financial support and increases authorities’ call on accountability. In that regard, organizations have embraced this theory to manage and sustain a reputable outcome.
The scheme is constructed under double-checking boundaries. This border is designed to prevent errors through several checks and balances that improve risk mindfulness undermines. In that regard, it tightens the medication ordering process primarily on intensive care units and theaters. Precisely, it is responsible for identifying existing and new departments in a health care setting that are vulnerable to mistakes and foster effective interventions about the scope of the working environment. The scheme is viewed as a distinctive frame provider for understanding patient safety. Padgett et al. (2017) state that in the United States, a particular organization by employing this theory rose quickly to become the largest pediatric intensive care unit and yet continuously produced lower mortality rates than smaller institutions. Similarly, Cooper et al. (2016) argue that Connecticut Hospital Association launched this theory after being ranked the highest in infectious cases and within three years, delineated in large quantities the incidences of preventable errors forcing other health care organizations to adopt the same. Therefore, high-reliability theory constructs aid in changing and improving clinical practices geared at precise patient results.
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Cooper, M. R., Hong, A., Beaudin, E., Dias, A., Kreiser, S., Ingersol, C. P., & Jackson, J. (2016). Implementing high reliability for patient safety. Journal of Nursing Regulation. 7(1), 46-52.
Padgett, J., Gossett, K., Mayer, R., Chien, W., & Turner, F. (2017). Improving patient safety through high reliability organizations. The Qualitative Report. 22(2), 410-425. Retrieved from https://nsuworks.nova.edu/tqr/vol22/iss2/4
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