Question

what information you need I provide with it answer the questions

the case study “A personal memorandum on hospital experience” and answer the questions at the end of the case study.

Case Questions please help with all four questions

please help me and be clear with these questions and give me clear answers copy and past it, please be clear please help

Read the case study “A personal memorandum on hospital experience” and answer the questions at the end of the case study.

Case Questions please help with all four questions

1. As the hospital CEO, what would you do, if you had received this

   memorandum?

2. How would you have solved the problems to which the memorandum

   refers?

3. What organizational factors would constrain implementation of your

   recommended solutions?

4. How would you, as the CEO, overcome these constraints?

Answer 1

1) I would meet with Internal Consulting and request that they designate a team member to identify, clarify, and make arrangements for assembling a project improvement team, and ensure they are provided with whatever is needed to address the multiple safety issues (which are the most important) within several departments in our organization (White & Griffith, 2010). Internal consulting should work with managers from all areas implicated in the letter to obtain facts and information surrounding the events and investigate whether the problems are acute or chronic, isolated or organization wide, before moving on to process improvement discussions. As the CEO, I would compose a letter of thanks to the physician for the valuable insight provided, and assure them that the information will be utilized to improve patient care.

2) Short term problem solving would include just-in-time education and training, or re-training for staff members since many of the problems are serious safety issues, including: medication errors, hand washing, unplugged monitors, equipment in hallways, and more. This education and training should have all been part of original formal education curriculum for healthcare workers, as well as hospital or unit orientation education. Providing emotional support and recognizing patient sensitivity needs are also part of formal health care curriculum that will need refreshing and continued education. This education and training could take place during daily huddles, weekly staff meetings, monthly division meetings or grand rounds, as well as formal continuing education credit modules created by the departmental or organization educators.   Mandatory education will need to be provided to all employees on how and when the event reporting system should be used and why it is important to our patients, staff, and organization.

3) A significant amount of time, money, and staff resources will be needed to build (or purchase) and implement the technology for the electronic Event Reporting System and user program. The short-term education and retraining programs would require much fewer additional resources since educators, huddles, staff meetings, and other support resources needed to back up these activities should already in place, and should begin immediately.

4) Again, short-term education and training should not be held back by constraints

since the resources should already be in place; however, the event reporting system will require extensive resources. A task force or project improvement team assembled and supported by Internal Counseling to research the evidence-based management data and collaborate with external experts to examine the positive outcomes associated with the implementation of event reporting programs. The data collected could provide the support needed to move forward with the major expenditure. Funding major projects such as the Event Reporting System needs a significant amount of data to get board members and executives on board. Another function of Internal Counseling includes process modeling, which provides a cost-benefit analysis that will indicate if there will be enough of a cost savings in the long run with the event reporting system in place that will yield an eventual reduction of near misses and errors through new process implementation. Internal Consulting will also develop the formal capital request to for the quality performance initiative and assist with implementation and integration of the new safety focused and quality enhancing programs.