Health care leaders function within a complex, high-risk environment where errors can lead to injury and death. The goal of any health care leader is to assess and manage risk, while concurrently promoting a culture of patient safety.
Patient safety is the cornerstone of high-quality care.
Youngberg (2011) addresses the need for leaders to create a systemic mindfulness of patient safety within the high-risk health care delivery environment. Further, the author discusses high-reliability organizations, which attain next to zero error rates, despite a great propensity for error or catastrophic events.
Read further in the Assessment 5 Context [PDF] document, which contains important information on the following topics related to change leadership, risk management, and patient safety:
Themes for Success in Leadership.
The National Patient Safety Goals and Strategic Direction.
As you prepare to complete this assessment, you may want to think about other related issues to deepen your understanding or broaden your viewpoint. You are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. Note that these questions are for your own development and exploration and do not need to be completed or submitted as a part of your assessment.
How does a health care leader establish a culture of patient safety?
How are risks to patient safety assessed and managed in your current or future work setting?
What are the other types of risks that are assessed and managed?
What are the important factors that need to be monitored in your selected work setting?
How can you contribute to risk management and patient safety within your job?
Imagine that you are the new CEO of your organization, and are charged with transforming the previous status quo to an efficient, high-performing accountable care organization.
Which tools would you put to work in your new position?
What types of individuals would be needed for your executive leadership team?
What competencies might be important to the team members?
What processes, structural models, or frameworks from this course might help you as a transformational leader?
Youngberg, B. J. (2011). Principles of risk management and patient safety. Jones and Bartlett.
The following resources are required to complete this assessment.
These articles introduce the concept of a balanced scored to motivate and measure a business unit performance.
Kaplan, R. S., & Norton, D. P. (1996). Linking the balanced scorecard to strategy. California Management Review, 39(1), 53–79.
Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard: Measures that drive performance. Harvard Business Review, 70(1), 71–79.
Note: You should complete this assessment last.
The goal of this assessment is to generate recommendations, in the form of a proposal for process improvement and organizational fitness. Make your recommendations for the organization you selected in Assessment 4 for the balanced scorecard presentation. Apply the concepts of balanced scorecards to create your recommendations.
In your proposal, use specific language and include evidence-based concepts from peer-reviewed literature, including a minimum of four outside peer-reviewed sources. Communicate information and ideas clearly, accurately, and concisely, including reference citations and using correct grammar. Include the following in your proposal:
Describe the selected organization, including its vision and mission.
Analyze the company using any adaptation of the Kaplan and Norton balanced scorecard framework that fits your selected organization. Refer to the Balanced Scorecard section of this assessment for links to different resources you might use.
Communicate vision, strategy, objectives, measures, targets, and initiatives for each of the following four elements through a macro-level discussion:
Financial performance measures.
Internal business processes.
Learning and growth.
Convey the organization’s values through an ethical, organizational, and directional strategy.
Recommend evidence-based and best practices for monitoring and improving discussions.
Generate one recommendation for each of the following:
Implementation and evaluation.
Written communication: Written communication should be free from errors that detract from the overall message.
APA formatting: Resources and citations should be formatted according to APA style and formatting guidelines. Use APA format for all of the following:
Table of contents, including a list of figures and tables.
Headings and subheadings.
Number of resources: A minimum of 6 resources. The following Norton and Kaplan articles will serve as two resources.
The Balanced Scorecard: Measures that Drive Performance.
Linking the Balanced Scorecard to Strategy.
Length of paper: 6–8 typed double-spaced pages.
Font and font size: Arial, 10-point.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 1: Conduct an environmental assessment to identify quality- and risk-management priorities for a health care organization.
Analyze existing organizational structures, mission, and vision.
Competency 3: Analyze the process and outcomes of a care quality- or risk-management issue.
Provide macro-level discussion on finances, internal processes, learning and growth, and also customer satisfaction.
Competency 4: Analyze applicable legal and ethical institution-based values as they relate to quality assessment.
Convey the organization’s values through an ethical, organizational, and directional strategy to impact the needed changes for quality improvement.
Recommend evidence-based and best practices for monitoring and improving discussion.
Competency 5: Communicate in a manner that is scholarly, professional, and consistent with expectations for professionals in health care administration.
Communicate information and ideas accurately, including reference citations and correct grammar.