Resilient Health Care, Volume 3: Reconciling Work-as-Imagined and Work-as-DoneJeffrey Braithwaite, Robert L. Wears, Erik Hollnagel This book is the 3rd volume in the Resilient Health Care series. Resilient health care is a product of both the policy and managerial efforts to organize, fund and improve services, and the clinical care which is delivered directly to patients. This volume continues the lines of thought in the first two books. Where the first volume provided the rationale and basic concepts of RHC and the second teased out the everyday clinical activities which adjust and vary to create safe care, this book will look more closely at the connections between the sharp and blunt ends. Doing so will break new ground, since the systematic study in patient safety to date with few exceptions has been limited. |
Contents
| 1980 | |
| 1998 | |
The Potential Downside of Lean Application | |
Is System Resilience Maintained at the Expense of Individual | |
Applications | |
From Extraordinary to Ordinary | |
Fitting a Square Peg in a Round Hole | |
Methods and Solutions | |
Closing the Gap between WorkasImagined and Workas | |
Can Training Help? | |
Oxymoron or Innovation? | |
Pathways Towards Reconciling WAI and | |
Index | |
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Common terms and phrases
administration adverse events analysis approach Ashgate barcode readers barcode technology behaviours blood components blood transfusion blunt end Braithwaite challenge Chapter Clay-Williams clinicians cognitive complex adaptive system context coping Crew Resource Management demand and capacity develop dynamic E.Hollnagel effective EHR systems Emergency Department Emergency Medicine environment everyday clinical example Farnham FRAM front-line functions goals health care system Healthcare Heterarchies Hollnagel hospital identified implementation improvement individual interactions Journal Lean Lean production learning medications methods nurses Online organisational outcomes participation patient identification patient safety performance adjustments perspective potential practice practitioners problem procedures R. L.Wears recognise relationships requires resilience engineering resilience expressions Resilience of Everyday Resilient Health Resilient Health Care response risk Safety-II sharp end simulation situations skills specific staff stigmergy strategies Sujan Surrey system resilience teamwork trade-offs understanding value stream mapping variability WAI-WAD work-as-done