PS 101 Lesson 2 & 3| Questions with 100% correct Answers | Verified

One hospital CEO insists on including performance data in the hospital's annual report. "We do very well on most measures, except for one or two, but we put those in anyway," she says. "We want to hold ourselves accountable." Does this practice demonstrate effective or ineffective leadership? - Effective leadership: Being transparent, even about poor results, is a mark of a good leader. At the large multi-specialty clinic in which you work, there have been two near misses and one medical error because various clinicians did not follow up on patient results. Different caregivers were involved each time. When asked why they failed to follow up, each caregiver said he or she forgot. Based on what you know, how would you classify the caregivers' behavior? - Human error At the large multi-specialty clinic in which you work, there have been two near misses and one medical error because various clinicians did not follow up on patient results. Different caregivers were involved each time. When asked why they failed to follow up, each caregiver said he or she forgot. A nurse who realized that his colleagues weren't consistently following up on patient results reported the problem to the clinic leadership right away. Which response would be most consistent with a culture of safety? - Investigating the problem and seeking systems solutions Why is psychological safety a crucial component of a culture of safety? - It allows people to learn from mistakes and near-misses, reducing the chances of further errors. A medical unit in a hospital is in the midst of hiring some new physicians. During an orientation for new employees, a senior leader stands up and says, "We expect that the same rules apply to everyone on the unit, regardless of position." Which aspect of a culture of safety does this unit seem to value? - Accountability Which of these is a behavior providers should adopt to improve patient safety? - Follow written safety protocols, even if they slow you down. A few weeks after the new chief of orthopedic surgery comes on board, she has a moment of inspiration and sketches out a new, radically different way for patients to "flow" through the pre-operative, intraoperative, and post-operative phases. She sends you an email saying that she wants you to meet with her Monday morning to begin implementing it.W