Book Synopsis #4: 101 Ways to Prevent medical Errors by Yinka Vidal |
| Synopsis #4: Chapter 7 - 9 |
Chapter 7
Identifies and Discusses Common Medical Errors and How to Correct Them in a Process of Dealing with the Root Causes. Over 100 Systemic Technical Problems Identified
The previous chapter deals in part with hospital policies which may create systemic problems leading to errors. This chapter focuses and outlines over 100 technical problems in major clinical departments and how to fix them. This is the chapter which the entire book is based upon. This section of the book does not analyze problems or evaluate situations by engaging in any philosophical discussions. It simply identifies the problem and defines solutions which have worked in the past.
The chapter deals with the following issues:
Patient Misidentification.1.
2.
Highlights of Important Factors for Phlebotomists.3.
Proper Patient Identification.4.
Blood Bank Identification Armband.5.
Specimen Collections and Transportation.6.
Patient's Preparation For Surgery.7.
Evaluating Blood Bank Procedures and Operations.8.
Dealing with Physician's Bad Handwriting.9.
Dealing with Irate and Uncooperative Physicians.10.
Dispensing of Medications and Medication Errors.11.
Hospital Staffing.12.
Hiring Non-Professional Workers: Full In-House Education Training.13.
Handling Emergency Room Problems of Specimen Collection.14.
Picking an Effective Computer System.15.
Dealing with Human Errors.16.
Expected Obstacles to Corrections and Ways to Deal with Them.17.
Dealing with Emotionally Explosive Managers.18.
Mandatory In-Service for Health Care Professionals.19.
Essentials of Operating an Efficient Laboratory.20.
Is a Non-Clinical Manager over a Clinical Department a Recipe for Disaster?21.
How to Avoid Laboratory or Nursing Paralysis -- Avoid Constant Work Overload.22.
Educating Patients about their Illnesses, Management and Expected Outcome.23.
Understanding the Signs and Symptoms of Drug Overdose for Specific Medications.24.
Evaluating the Emotional Status of a Manager.25.
Dealing With Uncooperative Employees and Preventing a Sabotage.26.
Dealing with Physicians' Errors.
Chapter 8
Solving Systemic Problems Using the C.Q.I Model --- a study of solving systemic problems at some local hospitals
This chapter is from a study done in some local hospitals as an exercise to identify the sources of medical errors, design solutions to correct such errors, implement solutions and evaluate the results. The result of this study shows a very fascinating side of human behavior as professionals struggle with the challenges of picking the right solutions for particular problems within the system. It presents a wealth of information for anyone initiating a process to correct the root causes of a systemic problem within a health care institution.
The chapter also discusses the results of the study and at the end includes a summary of 31 steps to solve a systemic problem in any institution.
Caution! All incidents cited here are true stories. The names and locations have been changed to protect the innocent. There are contractions of characters to tell the story. No part of this chapter or book should be used to target any individual person since there are no virgin characters. The chapter is designed to address problems, not to target any individual person or institution.
Chapter 9
The Anatomy of Hell-Raisers, Ways to Deal with their Reign of Terror and Strategies to Avoid the Job Assassination of a Productive Manager!
This topic is separate from any other topic to highlight the inherent dangers of hell-raiser activities on the job and how they can destroy a whole department if given the opportunity. Hell-raising activity by some groups of employees becomes a serious concern in some hospitals. Their operation cannot only create serious obstacles to progress, but can also become a big impediment to solving problems. Collectively, hell-raisers can sabotage an entire hospital department, putting patients in serious danger. This chapter gives clues on how to prevent hell-raisers from sabotaging a department and how to turn them into problem solvers.