TS: Effectively Engaging Staff in Patient Safety Reporting Systems[®] [REF: LDR, MD, PI] The Source, December 2014, Vol 12, #12, Pg 1 JCs1412_B1

LD.04.04.05, EP 6 requires hospitals to have a reporting system for patient safety events. This is because TJC considers having such a reporting system ‘essential’ to improving quality and safety. While no one is likely to disagree on this point, the challenge lies in accomplishing the title of this article. The author(s)/contributors to this piece seem to be telling us that the key role for leadership is to develop a safety culture that will support robust reporting. As you might expect, leaders need to emphasize the improvement purpose of reporting, and ensure consistent follow-up/through in a manner that is non punitive and respectful. This should also include respectful behavior; the lack of which has been shown to undermine safety culture. As such, leaders, especial physicians*, should be actively engaged, positive role models. To further reduce fear and other barriers to reporting, a key recommendation is for leadership to be highly transparent in their management of errors. An example is given of a hospital that videotapes and broadcasts their mooring leadership huddles. Another hospital involves patients and family members in safety rounds. Rewarding those who report, even with small tokens (e.g., cup of coffee, gift card) was also suggested.
Tip: At minimum, every leader should familiarize him/herself with the Key Def of Safety Culture from the sidebar on page 12 (also in the comments section of this article). You may then use this as the standard and goal for the further development of your facility’s safety culture.
*Note: Ronald Wyatt, MD, medical director of the Division of Healthcare Improvement at The Joint Commission says “At most organizations, around 20% of the medical staff are habitually disrespectful people”.