The resilience of everyday clinical work
著者
書誌事項
The resilience of everyday clinical work
(Ashgate studies in resilience engineering, . Resilient health care ; v.2)
Ashgate, c2015
- : hbk
大学図書館所蔵 全2件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Bibliography: p. [265]-295
Includes index
内容説明・目次
内容説明
Health systems everywhere are expected to meet increasing public and political demands for accessible, high-quality care. Policy-makers, managers, and clinicians use their best efforts to improve efficiency, safety, quality, and economic viability. One solution has been to mimic approaches that have been shown to work in other domains, such as quality management, lean production, and high reliability. In the enthusiasm for such solutions, scant attention has been paid to the fact that health care as a multifaceted system differs significantly from most traditional industries. Solutions based on linear thinking in engineered systems do not work well in complicated, multi-stakeholder non-engineered systems, of which health care is a leading example. A prerequisite for improving health care and making it more resilient is that the nature of everyday clinical work be well understood. Yet the focus of the majority of policy or management solutions, as well as that of accreditation and regulation, is work as it ought to be (also known as 'work-as-imagined'). The aim of policy-makers and managers, whether the priority is safety, quality, or efficiency, is therefore to make everyday clinical work - or work-as-done - comply with work-as-imagined. This fails to recognise that this normative conception of work is often oversimplified, incomplete, and outdated. There is therefore an urgent need to better understand everyday clinical work as it is done. Despite the common focus on deviations and failures, it is undeniable that clinical work goes right far more often than it goes wrong, and that we only can make it better if we understand how this happens. This second volume of Resilient Health Care continues the line of thinking of the first book, but takes it further through a range of chapters from leading international thinkers on resilience and health care. Where the first book provided the rationale and basic concepts of RHC, the Resilience of Everyday Clinical Work b
目次
Volume 2: Preface Chapter 1 A Lesson in Resilience: the 2011 Stanley Cup Riot Chapter 2 Translating Tensions into Safe Practices Through Dynamic Trade-offs: the Secret Second Handover Chapter 3 Workarounds in Nursing Practice in Acute Care: a Case of a Health Care Arms Race? Chapter 4 The Demands Imposed by a Health Care Reform on Clinical Work in Transitional Care of the Elderly: a Multi-faceted Janus Chapter 5 The Stockholm Blizzard of 2012 Chapter 6 Individual-collective Trade-offs: Implications for Resilience Chapter 7 Managing Medicines Management: Organisational Resilience in Community Pharmacies Chapter 8 Blood Transfusion with Health Information Technology in Emergency Settings from a Safety-II Perspective Chapter 9 Exposing Hidden Aspects of Resilience and Brittleness in Everyday Clinical Practice Using Network Theories Chapter 10 Patient Boarding in the Emergency Department as a Symptom of Complexity-induced Risks Chapter 11 Looking for Patterns in Everyday Clinical Work Chapter 12 Tempest in a Teapot: Standardisation and Workarounds in Everyday Clinical Work Chapter 13 ECW in Complex Adaptive Systems Chapter 14 Revealing Resilience through Critical Incident Narratives: a Way to Move from Safety-I to Safety-II Chapter 15 Patients as a Source of Resilience Chapter 16 Strategies to Get Resilience into Everyday Clinical Work Chapter 17 Mobilising Resilience by Monitoring the Right Things for the Right People at the Right Time Chapter 18 Why is Work-as-Imagined Different from Work-as Done?
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