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Chapter 4 - Preoccupation with Failure: Daily Management System

from Section 2 - Quality Improvement Tools

Published online by Cambridge University Press:  27 July 2023

By
Aaron C. Dipzinski  and
Lynn D. Martin
Edited by
Sally E. Rampersad  and
Cindy B. Katz
Sally E. Rampersad
Affiliation:
University of Washington School of Medicine, Seattle
Cindy B. Katz
Affiliation:
Seattle Children’s Hospital, Washington
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Summary

The delivery of healthcare is complex. The intricacies of the healthcare system routinely place physicians and other healthcare providers in high-risk environments. High reliability organizations (HROs) offer insight into managing an environment with persistent risk. HROs develop a precise mindset and a corresponding set of operational patterns. A Daily Management System (DMS) is crucial for ensuring the operational capability needed to deliver safe and reliable care every day. The DMS has nine key components driven by organizational direction and values, and manifested through leaders’ standard routines. The intent of the system is to create a culture that is preoccupied with failure and has a tenacity for continuous improvement. The DMS allows all team members to participate actively in the journey toward highly reliable and safe patient care. This chapter will illustrate components of the system, explain their connectivity, and offer advice on implementation. The results of using a DMS in a department will be demonstrated, showing how a DMS contributes to the development of an HRO, with safety as a core value.

Keywords

Daily Management Systemcontinuous improvementqualitysafetyhealthcarehigh reliability
Type
Chapter
Information
Patient Safety and Quality Improvement in Anesthesiology and Perioperative Medicine , pp. 26 - 32
Publisher: Cambridge University Press
Print publication year: 2023

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References

Weick, KE and Sutcliffe, KM. Managing the Unexpected: Resilient Performance in an Age or Uncertainty. 2nd ed., Hoboken, NJ, Jossey-Bass, 2007.Google Scholar
Maurer, M, Canacari, E, Eng, K, et al. Building a culture of continuous improvement and employee engagement using a daily management system part 1: Overview. Journal of Nursing Administration. March 2018;48(3):127–131.Google Scholar
Maurer, M, Browall, P, Phelan, C et al. Continuous improvement and employee engagement, part 2, design, implementation and outcomes of a daily management system. Journal of Nursing Administration. April 2018;48(4):209–215.Google Scholar

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